As society is changing at a rapid speed, police reforms are being implemented in the Norwegian Police as a response - leading to imminent change. Given the change context of the Norwegian police, examining further what factors can facilitate for successful implementations of change becomes interesting. The following thesis assessed to what extent organizational climate could predict Change Readiness, using the Competing Values Framework as a measure for organizational climate. The relationship between Participation and Change Readiness, and possible indirect effects between the four climates of the Competing Values Framework on Change Readiness through Participation was also evaluated. Structural equation modeling analysis was used to carry out based on the 13 hypotheses of this study. Results showed that the open systems climate was positively associated with change readiness, while the internal process climate conversely predicted change readiness levels negatively. The human resource climate was the only climate that showed a positive effect on participation levels, and this study also found an indirect effect between the human relations climate on change readiness through participation. Finally, a direct positive effect between participation and change readiness was also found. The results of this study supports the view that the climates making up the competing values framework can exist simultaneously in an organization, and can thus be understood as not competing. Keywords: change readiness, competing values framework, participation, Norwegian Police Practical information: This thesis is part of a collaborative project between the Norwegian Police University College and the Department of Psychology at the University of Oslo. The data gathering was facilitated and carried out through this collaboration, as self-report questionnaires were developed, sent out and collected in two separate police districts over two rounds of data collection as part of this project (N=411), prior to this thesis.