This report explored the concept of organizational change during General Merrill A. McPeak's tenure as Chief of Staff of the Air Force. General McPeak's term has been characterized as the most turbulent and challenging period in the history of the U.S. Air Force. This effort examined General McPeak's agenda and the methods he used in achieving his agenda. It also looks at the role he played as a change agent. Current models of how organizational change should be implemented are compared to how General McPeak implemented his organizational change. The research on change was gathered through numerous books on organizational change theory. General McPeak's tenure was evaluated through his book, Selected Works 1990-1994, his end-of-tour interview, and a personnel interview with General McPeak. General McPeak articulated a vision and agenda early in his tenure to keep the Air Force a premiere organization. The agenda involved massive change including reorganizing the Air Force at all levels from headquarters thru major commands to squadrons. He tried to make operations the focal point of the Air Force, and he instituted quality into the Air Force's framework. His most notorious changes included a new uniform and a heritage program that involved renumbering many organizations. General McPeak's change produced scar tissue for both himself and the Air Force. His leadership and communications style were abrupt and forceful and based on a demanding timeline. Overall his tenure and ability to implement large organizational change should be rated a success.