The power-coercive approach is one of the classic strategies of planned change in Organisational Development (OD). It is based on the assumption that people comply with change primarily because they are compelled by authority, legal requirements, organizational rules, or the exercise of power. Unlike approaches that focus on participation, education, or collaboration, the power-coercive approach relies on formal authority, control mechanisms, rewards, punishments, and enforcement to bring about desired behavioural and organizational changes. It is particularly useful in situations where immediate action is required, resistance is high, or compliance with regulations is mandatory. The theoretical foundation of the power-coercive approach lies in the belief that individuals are likely to change their behaviour when they perceive that authority has the legitimate power to enforce decisions. Senior management, government agencies, regulatory bodies, or organizational leaders use their formal position to implement changes. Employees are expected to follow directives because of organizational hierarchy and established rules rather than because they personally agree with the proposed changes. In organizations, this approach is commonly used during mergers, acquisitions, restructuring, downsizing, policy implementation, safety compliance, disciplinary actions, and crisis management. For example, when a company introduces strict cybersecurity protocols after a data breach, employees may be required to follow mandatory procedures regardless of their personal preferences. Similarly,