Accreditation status is very important to colleges and universities as it is tied to federal funding, reputation, admissions, and faculty hiring and retention. Changed accreditation standards can be difficult to achieve and have a significant impact on faculty. Because of this, institutions are usually given two to three years to achieve compliance. Implementing a major accreditation change requires an understanding of what motivates individuals to not only comply with the new requirements but embrace them and see them as valid. Part of doing this is to build change readiness in the organization and craft an effective change message. Additionally, leaders need to understand what motivates individuals to achieve different and often more rigorous standards. The purpose of this qualitative exploratory study is to explore the experiences of U.S. Army Command and General Staff College faculty and administrators undergoing a change and use them to identify strategies leaders need to motivate employees to accept and achieve more rigorous accreditation standards. Fourteen faculty and seven administrators with 223 years of combined experience in the organization provided unique insights to their experiences regarding an accreditation change. This qualitative exploratory study resulted in major findings related to the importance of the change message and its delivery, participation in change planning, and leader actions that demonstrate senior faculty value. Future studies are recommended to improve the generalizability of these findings and to further explore the unique dynamics of this organization and their impacts on effective 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.]