**1. Introduction**

In recent years, it has become increasingly clear that politics plays an important role in the success or failure of organizational change (Buchanan and Badham 2020; Senior et al. 2020). On the other hand, Kapoutsis and Thanos (2018) stated that research on organizational politics remains fragmented across different management disciplines and that there is a need to integrate the different streams of the literature. In this article we raise the question of how power and politics manifest during organizational change and integrate the different visions on power and politics, as well as on organizational change, into a single model. We found that the systems model of organizational change developed by Maes and Van Hootegem (2011, 2019) already provides a framework to look at organizational change from different angles. This systems model of organizational change is a metamodel that integrates different discourses on change and, as such, can provide a framework to position the most important aspects of the use of power and politics regarding organizational change.
