Operational definitions of management, management transformation, culture, and cultural change are presented and then applied to the development of a“mechanics”of cultural change. Overcoming personal, addictive, habitual attitudes and behaviors is identified as the cornerstone of cultural change. Enabling people to change is presented as an alternative to directing or guiding them to change. Three disciplines of knowledge, studied and applied at three levels of analysis, are combined into a pincer envelopment strategy for accomplishing management transformation. The roles of various physical, natural, and behavioral disciplines are examined, and a summary of an embryonic emerging theory and mechanics of cultural change and management transformation is presented. Sixteen assumptions that form the foundation of the author's perspective are given.