Within this case study, two perspectives upon organisational change are tested within the practice of management undertaken within the context of a New Zealand health and hospital service (HHS) over the last five years. This practice involves both the management of planned change and that of other associated, unplanned features related to changing environmental and internal circumstances. Data from key informant sources (clinical, managerial, and media) are analysed in order to assess the benefits and costs of the particular, dominant management style adopted within this HHS over this period. By and large, Canterbury Health has experienced positive change outcomes despite a change management approach over the period 1996-2000 that did not engage people, particularly clinicians. As the respondents in this study point out, some of these changes were necessary. The positive change outcomes are documented in this paper through detailed case studies. The chief implication of this thesis, however, is that the process of handling change (especially, involving the addressing of challenge and conflict) should have been managed differently. Clinicians could have been engaged more actively in this process. Results of this choice of management style are contrasted, producing implications both for the management of health and the management of change. These implications are applicable to all human profession sectors. Conclusions based on data and the personal opinions of the author are presented inside the last section of this paper.