ABSTRACT
Setting a strategy or strategic planning as a process by which an organization arrives at decisions which will set its objectives, and generally determine how those objectives will be achieved. The first is the obvious one that there cannot really be a strategy of change unless change is embedded in the strategic planning of the organization, so that the connections can be made, and the intent is clear. Next, however consultative the process, strategy formulation should not really be the province of a group of people sitting down in a room to craft a document. Strategic plans should not only refer to change, they should deal specifically with change management and reflect an all-embracing organizational approach to change. Educative strategies emphasise the need to view change as something affecting the entire organization, and not merely that part where the change is actually occurring. Power-coercive strategies rely on the legitimate power of management to push a change through.
