While change scholars have primarily studied readiness for change (RFC) as an individual attribute, in this paper, we examine RFC as a collective attribute and study collective RFC at two levels, namely, individual perceptions of collective RFC at the individual level and collective RFC at the group level. In addition, we identify organizational communication as a key antecedent. Our study contributes to the change research field by examining managerial (formal and informal) communication efforts and communication strength as a more nuanced conceptualization of organizational communication in explaining RFC across individuals and groups. Results from an experimental (N = 463 undergraduate students) and field study (N = 402 employees, 48 workgroups) reveal that formal and informal communication efforts explained individual perceptions of collective RFC. Notably, communication strength was positively associated with both individual perceptions of collective RFC and collective RFC. Our study offers several implications for theory and practice regarding the multilevel relationship between organizational communication and change attitudes.