Recently the management field mainstream emphasized the idea that successful change management is decisive to any organization growth and success. Surprisingly enough, the available statistics indicate a high failure rate, approximately 70% of all change projects fails. In attempting to solve that issue, managers and scholars most of the times place their prime emphasis on the cognitive aspects of change, using mainly rational objective arguments. The main idea of this paper is to propose a whole new perspective that enhances the relevance of the employees affective and emotional side during the change period. In order to do so, we have decided to examine how family firms socio-emotional wealth interacts with the change process. Because these organizational forms appear to be a propitious environment to study emotional patterns. This research main contribution is to offer a dynamic description of how these variables interact. And propose particular change management approaches that takes into consideration the idiosyncratic criteria of the family business.