Fuzzy Cognitive Maps (FCM) are used as decision aids to better assess how change in one part of a company affects other parts of it. An organizational model, consisting of a fifteen-cell matrix, is used to discuss how a change in one area of a company affects other areas. FCM were used to analyze the interactions and impact of the changes. The analysis suggested that the initial decision would not yield the expected results so intervention measures were undertaken to reengineer existing relationships between specific areas of the company. In the absence of this analysis and intervention, the outcome would have been less favorable.