One major stream of organizational change research focuses on the relationship between senior level employees' cognitions and organizations' responses to change. It is argued here that the cognitive component is important towards how all members (not only top executives) of organizations react and respond to change. In this article, I examine the application of a cognitive process recently introduced into the organizational behavior literature, thought self‐leadership, to the organizational change process. Particularly, this application will focus on how thought self‐leadership can enhance employees' perceptions of specific organizational change. Additionally, a training‐based field experiment is discussed to illustrate and provide support for the arguments proposed.