In regards to organizations, when speaking of crisis, there are nearly none that are immune to it. The changes that occur in the lifetime of an organization are inevitable and without them, no progress may be achieved. Many of the leaders are not ready for the incoming changes and are often negligent of the first signs that announce an upcoming business crisis. They are inclined to keep the actual state of the situation hidden, being limited by emotion and sometimes fail to take necessary action such as terminating staff or product lines of which they take pride in. Oftentimes, a leadership shift is decided upon within the organization in question, which manifests in the form of introducing crisis management which, in turn, means that certain solutions and methods which are necessary for facing the crisis, are intensified. The topic of this paper is the increase of the chance of a successful comeback of an organization through change management and using the seven phases of the chosen exit process model. Using model analysis on processes suggested by various authors, a model has been established. It consists of several phases, the first of which is admitting that there is an existing problem, after which the management definition phase, control takeover phase, evaluation phase, emergency phase, stabilization phase and the regrowth phase are introduced. The aforementioned model is merely a theoretical frame, though it is clear that the existence of that frame based on scientific exploration could be a priceless asset to managers who may find themselves in a crisis situation. After a successful crisis exit attempt has been made, the management must carry out an analysis immediately after the crisis is declared over. Learning from the crisis is a preventive instrument, and even if a future crisis cannot be averted, it will last for a shorter period of time and will also carry lesser negative consequences for the organization.