When faced with organizational or personal change, there will be those who immediately see change as positive and actively embrace it in anticipation of the rewards that follow. Others, initially fearing that not changing is a greater threat, will also accept change. However, when managing change, we also deal with personality types who reject change because they perceive it as a greater threat to their status quo or because internal conflict and uncertainty inhibits them from accepting change. It is proposed that by understanding approach and avoidance personality traits, described in terms of neuroscience and Reinforcement Sensitivity Theory, we can explain why individuals accept or reject change. Based on this understanding, a new model for motivating sustainable change is presented for use by change practitioners to build into existing strategies. An example of applying this model to an existing strategy—in this case, Dr. John Kotter’s eight-step change process—is then presented as evidence of the model’s worth.