This article discusses recent efforts to define tactics for gaining power in
organizational-change interventions and notes the need for integrating
knowledge of organizational power and politics into a model for change
based on political considerations. Such a model is presented via consid
erations of the formulation of political goals, a situational-power audit, the
identification and commitment of political targets, specific power tactics of
the change agent and the internal change unit, and monitoring of the change
process. As a complement to more general diagnostic models, this model is
intended to help increase the probability of successful change.
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