When one reads reports and descriptions of projects about the change of organizational structures in companies, public administrations, hospitals or schools, they are characterized by a high degree of consistency, conclusiveness and rationality. Regardless of whether it is about a continuous improvement process, the development of a new company strategy or the establishment of a team-oriented structural organization—the success stories are generally dominated by depictions of rationally planned reorganizations. Obstacles, resistance, uncertainties and the unforeseeable are certainly reported on; however, these problems are, as a rule, successfully conquered by those responsible for the process (who are often the same as the authors of the reports) thanks to sudden inspiration, a newly developed tool or a bold intervention. According to the content of the report, in any well planned, flexibly scaled reorganization process, the participants should be able to deal with such challenges.