In this chapter Morten Levin presents strategies for managing participative change processes. Special attention is given to the role of two external players: external facilitators and professional outsiders. External facilitators may participate in change processes and play a role in promoting change that will increase the ability of members within the organization to enhance the learning abilities of the organization and its members. Outsiders generate new local insights and shared understanding by collective reflection and learning during the change process. Shared problem identification is not easy because insiders and outsiders are unknown to each other and their world views and values are probably very different Therefore it is crucial to find a common point of departure that is meaningful for all participants. Experimenting, reflecting and learning could be initiated and stimulated with several change strategies and intervention methods. Attention is given to search conferences, dialoguing conferences, mutual gains bargaining, conventional meetings, and the use of taskforces. Choosing and creating a suitable arena for collective reflection is a crucial design criterion in Organization Development and learning. In this arena, problem owners and outside facilitators share reflection and learning opportunities and give shape to transformative activities.