This document contains four papers from a symposium on change processes in organizations. "Mid-stream Corrections: Decisions Leaders Make during Organizational Change Processes" (David W. Frantz) analyzes three organizational leaders to determine whether and how they take corrective actions or adapt their decision-making processes when unanticipated situations arise during times of organizational change. "A Case Study Using a Large Scale Interactive Event to Implement Organizational Change in a Nonprofit Government Organization" (Gary N. McLean, Dominic G. Kamau) explores the process of planning, implementing, and following up after a large-scale interactive event designed to implement changes in an organization. The role played by organizational memory and collective-level scripts in guiding the thoughts and actions of organization members is explored in "Organizational Memory and Scripts: Sources of Resistance to Change or Sources of Lessons from the Past?" (Suzanne L. Geigle). "Implementing High Performance Work Systems: Planned Change or an Emergent Learning Process?" (Martha A. Gephart) reports the results of a study designed to determine which of two competing models--a planned change model or an emergent learning approach--best explained the events and processes of change described by practitioners and consultants involved in efforts to create high-performance work systems. (MN)