Theories of attitude change have failed to identify the architecture of interattitudinal structures and relate it to attitude change. This article examines two models (a hierarchical and a spatial–linkage model) of interattitudinal structure that explicitly posit consequences for attitude change. An experiment (N= 391) was conducted that manipulated type of hierarchy (explicit versus implicit), whether the hierarchy was primed or not, and the location in the hierarchy to which a message was directed. Whereas the hierarchical model predicts only top–down influence of attitudes on each other, a spatial–linkage model predicts that linked attitudes may influence each other regardless of hierarchical position. The results support the spatial–linkage model in that interattitudinal change is constrained less by a concept's relative position in a hierarchical structure than by the concept's association with other concepts in that structure. Furthermore, within these interattitudinal structures, concepts directly targeted by a persuasive message often exhibit less attitude change than related concepts to which the focal concept appears to be linked. Finally, an explicit hierarchy of concepts appears to facilitate interattitudinal influence much more than an implicit hierarchy of concepts does; the key to this facilitation seems to be the mental accessibility of the organizational structure.