Organizational change is inevitable, but not always successful. “Up to 84 percent of U.S. firms are involved in a major organizational change, although many are deemed not successful” (Palmer, 2008). Effective leadership is imperative when managing change. Managers must recognize what the pressures are that have prompted the organization to change and adapt their management image to reflect the proper change management initiative. In this paper I will analyze a change management initiative I experienced where external pressures propelled the organization to change. I will argue that management unsuccessfully carried out the change initiative from an images perspective. Finally, I will make recommendations on what management could have done differently to make the change more successful. Before continuing further it is necessary to define the terminology used throughout out the rest of this paper. There are two types of images of managing, “management as control” and “management as shaping.” The former “is associated with a top-down, hierarchical view of managing. Typically, the organization is treated as if it is a machine” (Palmer, 2008). As opposed to the latter where the image is associated with a “participative style of managing in which people are encouraged to be involved in decisions and to help identify how things can be done better” (Palmer, 2008). Most importantly, there are also, “six images of managing change,” they are “six differing images of managing change, each of which is dependent on the images held of managing and whether intentional change outcomes can be achieved” (Palmer, 2008). They are images of manager as Director, Navigator, Caretaker, Coach, Interpreter, or Nurturer. I will briefly define Director, Interpreter, and Caretaker in more detail, because I touch upon these images in my analysis. “The director image is based on an image of