The aim of the study is to evaluate the relationship between organizational change and organizational behavior, and identify dynamics underlying organizational change. Semi-structured interviews based on the SWOT-format encourage informants in two samples representing top management (n = 7) and mid-level management (n = 8) in two private Norwegian organizations to reflect on change from an organizational- and interpersonal perspective. Reflections are evaluated and distributed according to the SWOT components (Strength, Weakness, Opportunity, or Threat), and classified by what part of the organization they address (Individual, Team, Leader, or Organization). SWOT reflections are additionally compared using the Job Characteristic Model (JCM) and the Organizational Citizenship Behavior (OCB) respectively, both models claimed by literature to explain profitable organizational behavior. The findings indicate no significant relation between the informants’ or the two organizations’ reflections on organizational change. Repeated measures ANOVA show a high frequency of Strength and Weakness indicating a dominant present-time focus when encouraged to reflect on change. The level of reflection concerning future change is contrastingly low. Change is nevertheless a topic addressed to concern the organization as a whole, not just individual employees, teams, or leader- and management. OCB is furthermore proven as more capable of capturing reflections and relate to organizational change than JCM. Nevertheless, both models fail to capture SWOT reflections on change of negative character.