Previous articles in this series have dealt with developing effective training strategies and discussed the role of the trainer in relation to a process of industrial relations change. The use of particular training methods and techniques can thus be seen as the last link in this chain; certainly many organisations see selection of training methods as the $64,000 question. At the end of the day industrial relations change boils down to changes in individual and group behaviour which are often fundamental. Yet this is the point where most managements come unstuck — how can these changes be brought about? A search for some magic formula in terms of a particular method or technique often results either in utter confusion when faced with the vast range of alternatives available or frustration that the one particular approach tried has not provided all the answers. In fact training techniques and methods associated with effective industrial relations change programmes have to be viewed as an integral part of an overall dynamic process rather than as the last link in a chain. We are therefore concerned with appropriate change techniques throughout the process.