It is predicted that higher education institutions, based on the current landscape, will need to merge, be acquired, or close at increasing levels in the coming years. This level of organizational change is challenging for those who are a part of it. The purpose of this research was to explore the experiences of trust at an institution of higher education that was being acquired by another. The following research questions were considered: (1) How do employees, in a higher education institution being acquired by another, experience trust? (2) What factors contribute to these experiences of trust? This qualitative, exploratory, case study examined a small, career-oriented higher education institution in the Northeastern United States. Participants were employed as full-time faculty and staff at the institution of interest. They needed to have been employed before May 2020, just prior to the acquisition announcement and be at the Director level or below on the organizational chart. Data was collected through a brief survey, semi-structured interviews, and an examination of news articles as nonreactive data. A total of 15 interviews, 14 survey responses, and five news articles were considered. Through the lens of Weick's (1995) model of sensemaking and using thematic analysis, the following themes emerged: external context of the acquisition, the emotional experience, institution specific context, circumstances and the impact of institutional changes on individuals, relationships and connection, defining trust, and trust in action. The results highlighted findings from previous studies, but added to the knowledge of trust through demonstrating a wide range of experiences. A qualitative study added nuance to a previously quantitative-heavy field of study. The results demonstrated the importance of trust as a decision and as an evolution, that individuals are consistently evaluating and reevaluating their experiences within an organization. These results indicate a need for additional research from various perspectives within the acquisition process and highlight a need to continue to educate future leaders in higher education on managing change. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]