Change Process

Managing Conflicts in an Organization

Discussant:
Hazel S. Jumaquio MAE-EM

If there is a change in something, it becomes different..

Transformation

modify

To make or become different

"Change is the only constant." Heraclitus, Greek philosopher

Why Organizations Change??

External forces for change e.g. new technology e.g. geopolitical environment

Internal Forces for change e.g. a new CEO e.g. growth cycle
Forces for stability Think: Do we really need this change? what are the likely returns (economic, other) of this change?

You know that the change needs to happen, but you don't really know how to go about doing delivering it.
Where do you start?

Whom do you involve?

How do you see it through to the end?

Kotter's 8-Step Change Model Implementing Change Powerfully and Successfully

Step 1: Create Urgency Step 2: Form a Powerful Coalition Step 3: Create a Vision for Change Step 4: Communicate the Vision

Step 5: Remove Obstacles Step 6: Create Short-term Wins Step 7: Build on the Change Step 8: Anchor the Changes in Corporate Culture

You have to work hard to change an organization successfully. When you plan carefully and build the proper foundation, implementing change can be much easier, and you'll improve the chances of success. If you're too impatient, and if you expect too many results too soon, your plans for change are more likely to fail.

 Drive unaggressive committee members to the sidelines Interfere with listening Obstruct exploration of more alternatives Decrease or destroy sensitivity Cause members to drop out or resign from committees Arouse anger that disrupts a meeting Interfere with empathy Leave losers resentful Incline underdogs to sabotage Provoke personal abuse Cause defensiveness

Managing Conflicts in an Organization

Organizational conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together..

Negative effects of group conflicts

The win-lose conflict in groups may have some of the following negative effects : Divert time and energy from the main issues Delay decisions Create deadlocks

Intergroup conflict occurs in two general forms:

Horizontal strain involves competition between functions: for example, sales versus production, research and development versus engineering, purchasing versus legal, line versus staff, and so on.

Vertical strain involves competition between hierarchical levels: for example, union versus management, foremen versus middle management, shop workers versus foremen

Strategies for Managing Group Conflicts

Avoidance - a management strategy which includes nonattention or creating a total separation of the combatants or a partial separation that allows limited interaction Smoothing - technique which stresses the achievement of harmony between disputants. Dominance or Power Intervention - the imposition of a solution by higher management, other than the level at which the conflict exists Compromise - strategy that seeks a resolution which satisfies at least part of the each party's position Confrontation - strategy featuring a thorough and frank discussion of the sources and types of conflict and achieving a resolution that is in the best interest of the group, but that may be at the expense of one or all of the conflicting parties