The main research objective of this thesis is to analyze and examine how organization changes from an axiomatic perspective. The analysis shows that if elements (renewable/nonrenewable) constituting the organization are not perfect and cannot be strongly positively intervened, in whatever way of change, organization declines after certain time tε1/status phases SPε1, and/or fails after certain time tε2/status phases SPε2. The thesis also analyzes two crucial factors with respect to organization change, agility and stability. The analysis shows that if organization elements are not perfect, and cannot be strongly positively intervened, there theoretically exist maximum points of agility, stability and their combination, which constitute corresponding organization containing limits (OCLs). It also infers that at the beginning of organization development, agility and stability are compatible; however, as the changes of organization, compatibility between agility and stability may decline. And therefore, one key for organization to sustain healthy development is to maintain compatibility between agility and stability. In further, panoramic analysis is conducted for understanding organization change in a holistic vision. Boundary of organization development (BOD) is identified. Identifying BOD is crucial for analyzing organization change. It could be meaningful for managing change and improving organization health. The thesis also discusses whether organization can achieve everlasting development. The results suggest that the decline of organizations, including social organizations and biological organisms, can be prevented/reversed if organization elements can be positively intervened. Meanwhile, the thesis examined the phenomenological law of life cycle. The results, therefore, suggest that the death should not be included into life cycle as a “must occur” stage.