The study examines change in municipality sector organisations from an individual’s point of view. The empirical example of the study is the change that took place in the recruitment processes of organisations that implemented the Kuntarekry system in the autumn of 2010.

The study material consists of theme interviews with five managers working in the municipality sector. The transcribed interview material was analysed according to the principles of grounded theory, using the material and the constant comparison method to create a model of change management.

Based on the analysis, a central factor influencing change management is the core category that has been named “the riptide”. This category consists of two supracategories; on one hand the change-preventing friction of reality, the effects of which are apparent primarily in the organisational and joint levels, and on the other hand, the change-promoting internal motivation of the manager. Both supracategories consist of several subcategories. The subcategories of the friction of reality are for example haste, habit and the fear of loss. The subcategories of internal motivation include desire for development, support and vision.

The information collected in the study helps in perceiving the factors influencing change and the significance of these factors in the change process from the point of view of the manager. The change-influencing categories that became apparent in the material should be taken into consideration when planning and implementing change processes. They also facilitate the understanding of changes that have already taken place in organisations.