Contemporary approaches to research and practice in the administration of organizational change tend to emphasize systematic aspects of the process, focusing on the orderly sequencing of such activities as goal-setting, planning, and execution. This emphasis has given rise to efforts to identify and describe overall strategies of organizational change and to explicate the activities that "go with" each of the various strategies as tactics. These strategies and tactics provide useful conceptual models for both the practice of administration and the conduct of research in organizational change. A number of identifiable strategies and tactics of organizational change, drawing upon various orientations to the task, are described, and their implications for both administrative practice and research are discussed. (Author)