ABSTRACT Change is necessary for any organization. Without change, individuals in the organization can become complacent and unable to formulate new ideas and opinions. They become stagnant in their work and their function. They will also become ineffective in responding to challenges. Deal with change at the individual level involves engaging with and moving through a transition. This research paper examines the individual employee's response in adjusting to the new culture of the new company that they joined resulted from the expiry of the production sharing contract (PSC) agreement. The study analyzes the issues in the communication process throughout the transition period. Individual perceptions of the new organization at the beginning of the transition journey changed as they have better information about the new organization. Other factors, such as professional identity, may influence a person's perceptions as well. This study is limited to a one-off transition point for one organization. Bridge Transition Framework is chosen to explain employee emotional responses and attitudes toward the change. it is essential for any organization that is facing a similar situation, as described in the case study to understand the emotional journey that their employees are facing. Management has critical role to keep track of, and monitor these phases and “lead change” and play a transition leadership role. By understanding this journey, as described in the Bridges’s model, they can intervene by providing better communications and engagement sessions

Key Words: Organizational change, employee adjustment, organizational culture, merger and acquisitions, Bridges’s Transition Framework.Business.