This paper develops a broad conceptual framework for internal change
agents in organizations. It considers a range of important factors in
the organization which are postulated to influence the form and progress
of change, and also provides a critical analysis of relevant theoretical
approaches to the dilemmas and opportunities posed by these factors.
There is no treatment of specific organization development strategies
or techniques. Rather, the objectives are to discuss in terms applicable
to a variety of organizations, some of the critical situational variances
facing internal change agents and to establish some principles and guidelines
which may assist them in planning for change
