Organisational structures have a shorter life cycle today than at any point in the past and organisational change is a consistent feature of modern working life. (Whittington&Meyer, 2003) These organisational changes cause turbulence and uncertainty that, in turn, create conflict. (Hart, 2000) Successful companies in the future must create the capability to absorb conflict during the organisation’s life cycles. (Whittington&Meyer, 2003). The aim of the research is to characterise the nature of this organisational conflict changes over the start-up, growth, maturity and decline phases of the organisational life cycle in both South African and American companies.The research was conducted through the use of personal interviews with a structured questionnaire as interview guide. Critical Incident Technique was used in order to qualitatively analyse personal interview data. Unique priority lists for conflict areas exist for companies in the USA and SA. Figure 13 summarises the findings and must serve a quick reference guide to companies to facilitate the understanding of the conflict issues. It should be used identify potential conflict areas to be able to manage change and conflict pro-actively.