The counselor's role as an organizational change agent can be a catalytic force aimed at helping to create workplace wellness through psychological management of the change process. The Lewis and Lewis (1989) community counseling model provides helping professionals with guidelines to design comprehensive intervention strategies for assisting businesses and their employees with the transition process. The components of the model include: (1) direct client services such as individual and group counseling; (2) indirect client services such as client advocacy, consultation, and training; (3) direct community/organization services such as stress management training, career development and life planning workshops, transition awareness training, newsletters, and retraining; and (4) indirect community/organizational services focusing on the interface between the environment of the workplace and the employees working in that environment. The Employee Assistance Program counselor can work within the business and can also link with external resources to build organizational health, excellence, and productivity. Counselors are well positioned to assist with transition management from both an individual as well as a systems level. Counselor input and involvement can be a critical in ensuring productivity, business success, and workplace wellness. (Contains 29 references.) (ABL)