Two Strategies of Social Change and their Dilemmas

Abstract

A group may enter into intergroup contacts with dual change objectives-concessions in substantive areas and improvements in relationships. These two objectives are achieved through quite different strategies, involving power tactics on the one hand and attitude change activities on the other. The present analysis shows that at the tactical level the methods of achieving and employing power are detrimental to the methods of achieving more friendliness and trust, and vice versa. Many dilemmas confront group leaders who would pursue both strategies. The article discusses ways in which leaders attempt to cope with these tactical dilemmas and sometimes integrate the two strategies into a broader strategy of social change. Final comments are devoted to the implications of this discussion for leadership training and the theory and practice of social change.