This paper illuminates the way multiple narratives concerning urgency for change dynamically interact on different levels and influence change processes in healthcare organizations. It explores the processes of sensemaking and opposing urgency narratives during a period of implementation for new legislation within the Dutch healthcare sector. Building on recent debates on process theory, narratives, and temporality, a new perspective on change urgency is presented, which shows how urgency is not unilaterally created from one position but is produced and reproduced by different editors in a narrative struggle. A temporal framework for change urgency was developed to study these narrative dynamics. Three urgency narratives contested the dominant narrative in the public discourse. The article shows how directors of healthcare organizations, dominated by these narratives, also hold narrative power. Managing change processes implies managing discourse.