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The current work studies the role played by managers’ mental models in organizational change processes. In particular, we consider managers’ attitudes to organizational changes and how they influence decisions to initiate such changes. We have based our empirical analysis on the opinions of the managers of the Iranian large tissue manufacturing, obtained through a questionnaire. Our findings show that managers’ evaluations of organizational change processes- whether favorable or unfavorable- condition their decision to initiate them. Likewise, we find managers’ evaluations of change processes will depend on the degree of acceptance and on its expected long-term effects.