Professional Documents
Culture Documents
MANAGING CHANGE
GROUP 5
LAYUGAN, ALMIRA
LOPEZ, ALDEN
LUMBRE, MARK ANTHONY
MAGNAYE, KIM PAOLO
MANIEBO, ROLF
WHAT IS CONFLICT?
Conflict is fundamental to complex task
management and is often determined by
the interplay of the engineering
organization and support functions.
Traditional View
New View
1. Conflict is inevitable
Enhance communications
Stimulate innovation
COST
PERSONALITY
ADMINISTRATION
TECHNICAL ISSUES
WORK FORCE
PRIORITES
SCHEDULES
1. PROJECT FORMATION
Frequently conflict develops among people during
the project start-up
Administrative procedures ranked highest in the
project formation stage as a source of conflict
Technical opinions, schedules, costs, and
manpower issues are other intense conflict areas
during start-up
2. PROJECT BUILD-UP
Disagreements over technical opinions,
priorities, schedules, and administrative
procedures continue as important
determinants
Schedules are again a great source of
conflict
Personality conflicts start flaring up during
project build-up
4. PHASE-OUT
Schedules are the most likely form of conflict to
develop during the project phase-out
Personality conflict becomes somewhat more
pronounced
Technical and administrative procedures rank lowest
as a source of conflict during project phase-out
CONFLICT-RESOLUTION
APPROACHES
Withdrawing: Retreating from a conflict issue.
May intensify the conflict situation.
Can be beneficial either as a temporary strategy to allow the other party
to cool off or as a strategy to buy time so that the manager can study the
issue further.
CONFLICT-RESOLUTION
APPROACHES
Compromising: Bargaining and searching for solutions
which bring some degree of satisfaction to
the parties involved in conflict.
Always the out come of negotiation.
CONFLICT-RESOLUTION
APPROACHES
Confronting/problem-solving: Involves a rational
problem-solving approach.
Disputing parties solve differences by focusing on the
issues, looking at alternative approaches and selecting
the best alternative.
May contain elements of other modes, such as
compromising and smoothing.
CONFLICT-RESOLUTION APPROACHES
Phase 2: Perspective
Each group identifies the issues involved in the conflict, their role in the
conflict, how they see the other parties involved in the dispute, and how
they think the other parties see them.
A MULTI-PHASED APPROACH TO
SOLVING ORGANIZATIONAL
CONFLICT AMONG GROUPS.
Phase 3: Image Exchange
All conflicting parties exchange with the other parties their own perception
of the conflict:
o How do you see yourself
o How do you see the other groups
o How do you think the others see you
Phase 6: Problem-Solving
Cross-functional task team works out solutions.
Obtain endorsement from group members and
management
Phase 7: Implementation
Excuse the solution plan. Fine-tune and stabilize
MANAGING CHANGE
The ability to manage change will be one of the
hallmarks of the organization of the future.
Restraining Forces
Surprise
Fear of Failure
Lack of Trust
Lack of Security
Coercion.
RECOMMENDATIONS FOR
IMPROVING ENGINEERING
MANAGEMENT
EFFECTIVENESS
1.
2.
3.
4.
5.
6.
7.
Work Challenge
Visibility
Low Threat and Conflict
Involvement
Willingness to Challenge
(Long-Range Orientation)
HIGH
Managerial Leadership
Experience and Credibility
Motivation
Work Challenge
LOW
LOW
Organizational Effectiveness
(Short-Range Orientation)
HIGH