The primary cause of difficulties in the implementation phase of planned change in business organizations is the lack of a parallel communication plan to facilitate the changes implied by new strategy. Planners usually concentrate on content (the strategy itself) to the neglect of process (how the strategy should be developed and implemented). Some popular rational strategic management models are of little practical value unless they are supported by a communication strategy that facilitates both the development and implementation of corporate strategy. Successful implementation of all kinds of planned change is facilitated when change agents employ holistic approaches that utilize an integrated model which incorporates three additional perspectives on organizational communication and behavior: human resources, cultural/symbolic, and political. To assure that communication channels are sufficient, an organization should develop a communication plan that is proactive in design rather than reactive. (Twenty-nine footnotes and five figures of data are included.) (KEH)