The theory of constraints (TOC) is a framework for managing organizational constraints and it has been successfully used to improve organizational effectiveness when applied to manufacturing process and procedures. Many service organizations may not recognize TOC beyond the manufacturing environment; however, many underlying principles can be used to help make management decisions by identifying processes or procedures that require change. Central to the TOC methodology is the appreciation of resistance as a necessary and positive element of change. According to TOC, there is a need for managers to identify this resistance and use it to fine-tune change strategies and action plans, which in turn, will facilitate a successful implementation with buy-in from everyone involved. Whereby, TOC becomes a useful tool by providing managers with a guide to finding answers to key questions relating to change. This research develops and validates a survey instrument to explore an organizations attitude toward TOC principles and its commitment and implementation to change. Specifically, an instrument developed and validated which captures the principles underlying each of the TOC paradigms. The Act Frequency Approach is adapted to evaluate the impact TOC implementation has with change management integration. Results revealed that for many of the questions asked, in regard to TOC implementation and continuous improvement processes, there was a significant difference between the group with formal TOC usage and the group without. In all cases, the mean value for the TOC group was greater, suggesting that continuous improvement processes are more utilized and effective in the TOC group. In the area of change management integration and an employee's attitude, in this case, the study concluded that the data does not provide evidence that a difference between the two groups exist. There is evidence to conclude that there is a relationship between theory of constraints principles and change management integration practices and how an employee's perception of change affects their attitude toward the change implementation.