Individual Commitment in the Context of Organizational Change: A Study about the Main Barriers and Facilitators has as a main objective to identify, in the perception of the employees, barriers and facilitators to the commitment with organizational change in a Brazilian public company. Based on a literature review about organizational change, organizational commitment and commitment with change, eight assumptions were formulated to be verified in the practice. The assumptions, related to commitment with change, treat the following themes: change meaning, resistance to change, the role of manager, the role of communication, identity, image, psychological contract, and ultimately, behavior. The research, qualitative and deductive, was conducted with fifteen employees of the company being studied to verify the assumptions by the semi-structured interviews. It is concluded that, in the eight assumptions suggested by the literature, two, related to resistance and the psychological contract, are not valid for the study. Among the main barriers to commitment with change are: the political influence in the organization; the bureaucracy and hierarchy; the cynicism and disbelief; the indulgence and flaws in people management and communication. Among the main facilitators are: the meaning of change widespread in a positive way; the role of managers; the communication, that for some employees has been made clear; the identification of many employees with the organization X; the positive image of organization; the long-term and trustful psychological contract; and discretionary behavior of many employees.