Historical approaches to planned change typically offer prepackaged processes for driving changes to achieve organizational goals. However, the complexity of dynamically interacting and divergent forces at work in and around organizations limit the possibility of selecting one single approach for a change intervention. Seo, Putnam, and Bartunek (2004) offer the concepts of duality and tension to explain the dynamics of change and the implications of divergent approaches to change. A dichotomous perspective does not adequately represent reality, but dualities serve a valuable function for helping change practitioners to understand that managing duality is a key to “grasping the complexities and dynamics of planned change” (p. 102). To understand the key perspectives that have guided OD, I will consider key OD perspectives through the concept of dualities. I will then consider central debates and assumptions of OD change approaches against the duality and tension framework suggested by Seo, et al, and will conclude by suggesting that a dichotomous perspective can be limiting, but offers a way to understand how to balance multiple dualities that underlie complex change dynamics.