ERP implementation and post-implementation initiatives involve changes and thus are regarded as ERP change processes. Conflicts due to various stakeholders’ engagement regularly arise in such a change process. Consultants can help mediate many of these conflicts, but their contribution in managing conflicts is not adequately understood. The aim of this research-in-progress paper is thus to develop a theory-driven model to understand how ERP consultants manage conflicts during ERP change process. The dialectic perspective is used as appropriate theoretical lens which could potentially provide valuable and rich insights into understanding the broader ERP change process phenomenon.