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This article focuses on the importance of organisational culture in organisational change processes and development, and is supported by an action research study of a change process in the public sector in Denmark. The main objective of the study is to gain insight into employees' subjective experience of involvement in change processes. By examining employee experience, this study takes us a step away from the main theme of research in change processes that focuses on organisational change management. The conclusion of the study points out four main themes, which are as follows: 1) the employee experience of involvement in change processes was a feeling of not being involved even though a formal involvement was prepared; 2) the groups presented different reactions to the experience of not being involved, from developing containment in one group to regressive avoidance behaviour and social defence in others; 3) organisational social defence was a main factor in developing a “them” and “us” culture between employees and the management; and 4) there was a lack of organisational containment stemming from overwhelming emotions and the lack of a shared meaning and understanding between employees and the management.