ABSTRACT
All of the levers which operate on change - culture, structure, behaviour, leadership, motivation, and processes - can be pulled, and it will still be necessary to manage subsequent conflict. At the end there might still be problems with a small number of implacable resisters. Change process is one of the signs of a healthy, modem organisation and it is creative. The chapter discusses causes of conflict which include: the organisational deadweight, philosophical conflict, emotional conflict, behavioural differences, procedural conflict, administrative conflict, and technical conflict. Fortunately, there are a number of remedies available, and most of them are built into the change process and take strength and validity from its underlying theories. The chapter also discusses the cultural engineering, opacity, leadership, the traditional skills, conflict resolution, and anticipating alternative outcomes. Applying the change strategies is a way of pre-empting conflict. The chapter presents the case study of dealing with conflict and resistance.
