The aim of this article is to study employees’ discursive construction of disparate survivor responses. The analysis reveals how employees position themselves simultaneously within different types of categories by use of discursive actions. Drawing on various discourses, the actors reject having one solid core of identity and instead signal the existence of various flexible identities. The article contributes to a greater understanding of the importance of discourse within organizational change. An increased managerial sensitivity toward employee discourse may help to understand why employees obstruct organizational changes and subsequently make it easier to preempt and handle such reactions.