Although practice and research have recognized the importance of communication in organizational changes it is still uncertain how employees’ attitudes are affected by communication. Especially ambivalent attitudes are disregarded. Therefore, this study examines how change communication influences positive, negative and ambivalent attitudes. In a qualitative scenario-study, where participants either experienced a participative or a programmatic change communication, the attitudes of 168 employees were compared. Results show that employees with an ambivalent attitude perceive a high job-related uncertainty. Further, a programmatic communication fosters ambivalent attitudes. Ambivalent attitudes manifest especially through cognitive and cognitive-emotional ambivalence of the participants. This study’s theoretical and practical implications are then discussed.