This chapter of Marc Buelens and Geert Devos relates the effectiveness of change strategies to the fit between the playing field and change. Change strategies are seen as a pattern in a stream of decisions and activities, reflecting consistency of behavior over time. Internal and external environments of organizations can be so different that a clear understanding of the specific situation is essential to choose appropriate change strategies. The playing field is described in terms of two general dimensions: power distance and uncertainty. In a context with high power distance and low uncertainty, a change strategy based on action planning seems most appropriate, with a top-down approach, strong leadership, and participation in the implementation process. Situations of low power distance demand a negotiation approach. In contexts of high uncertainties, a change strategy of information registration and experimentation is needed. Because organizational change is complex and diverse, there are many reasons for change failures. Specific change failures are elaborated in traditional environments, high-pressure environments, professional environments, and experimental environments. This chapter concludes with the proposition that effective integration of different change strategies adapted to the change environment determines the success of change efforts.