Organizational change in universities is widely conceived as an adaptation to environmental pressures. But there is still little explanation of how universities actually govern organizational change. This chapter argues that it is constituted by conversations between the different governing bodies of universities. It offers a generic framework for the analysis of communication in vertical and horizontal couplings between governing bodies. Based on two longitudinal case studies, the study derives four distinctive governance logics during comprehensive reorganizations of German public universities: top-heavy professional logic for the dissemination of issues in conversations of initiation; polyphony for developing a common understanding; top-heavy governance when calling for action; and the relevance of power in conversations of closure. The findings show how governing organizational change unfolds in orchestrating conversations as they oscillate through the organization.