This thesis has presented an insight on the application of power coercive approach to organisation change. It has been concerned with the organisational change in the restructuring of health care, a case in point is the pathology service in a restructured hospital. The study has shown the process of change and the behaviour of people at work. The restructuring process per se has been a success, but the social system seems not to have progressed in parallel. This might arise from the fact that the planners for change were more focused on the health care economics and development, leaving the social system to fall in place on its own. The thesis has shown that the process of deliberate planned change is brought about by incremental strategy. In implementing change, power-coercive strategy is one possible option, but it must be adequately supported by a normative re-educative process. This is evident from the results of the survey. The study has shown that the omission of the normative re-educative process has led to a problem of a split and divided culture. The finds in this research provides information on the role of a power-coercive incremental strategy in planned organisational change, and the need for a normative re-educative process to adapt the social system in parallel. A theory of deliberate and planned incrementalism is posited in the conclusion.