This paper explores narratives and scripts as possible "cultural constraints" on change in an organisation. The empirical basis is a study of employee's perceptions of change processes in a Norwegian finance group. "Narrative" and "script" are key theoretical concepts in the paper, including their potential to grasp both the individual and collective level in organisations. "Unaccomplished change" is an overriding common theme for the informants' narratives about change projects in the case-organisation, and a script related to this theme is also identified. These findings that are discussed in light of cultural perspectives indicate that it might be useful to understand narratives and scripts as forms of constraints on change. The paper suggests that the two concepts can be considered to be included as "pieces" in broader studies of change in organisations. Discussing implications, the paper remind managers that it can be preferable to see critical voices and reactions to change as sources of relevant knowledge, rather than pure obstacles in the change process.