ABSTRACT
Most organisational change comes from the recognition by senior management that the firm has to adapt to its environment to survive. Strategic managers have to tackle the fact that external change leads to internal personal, group and organisational conflict. Change may be blocked or take place more slowly than required, leading to significant costs. It is vital, therefore, to consider the human aspects of change and how potential conflict can be managed effectively if strategic change is to be successful. In this chapter we briefly describe the normative approaches to change and conflict as reflecting the concerns of enterprise management. They focus on what are the possibilities rather than the theoretical difficulties as described by Wilson (1992). Gibson et al. (1991) outlined three basic approaches to change management.
