Leading a merger or acquisition can be challenging for an organization development (OD) practitioner, especially with the historically low success rate of most organizations with mergers and acquisitions. While there is substantial evidence that suggests cultural conflict often has a negative impact on the success of mergers and acquisitions, there is not a lot of literature around what OD tools can be used reduce to the amount of cultural conflict during the combination of two companies. This study aims to fill this gap by identifying potential tools that can be used during the integration process to help make the cultural transition from two organizations down to one as smooth as possible. In addition to discussing effective tools, this study will also discuss at what stages of the merger or acquisition these tools are effective.