Toward a Theory of Change Role Efficacy

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Abstract
Due to a lack of research and integration of OD theory, a theoretical model of change role efficacy for organizational development is presented. As an extension of a previously developed model (White & Wooten, 1986) of change agent, client system, and mutual roles, and an integrated model of change (White & Wooten, 1985), situational change roles are illustrated as contingent upon the stage of change which is sensitive to the change agent-client system relationship. Various forms of role conflict and ambiguity are discussed in relation to their impact upon various change roles to be assumed at each stage of change. It is concluded that highly integrative and contingency-based models are neededfor the theoretical development of OD as a science, and for practical guidance of change parties.