Chapter 11 Managing Organizational Change, Resistance, & Conflict Copyright 2012 John Wiley & Sons,...
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Transcript of Chapter 11 Managing Organizational Change, Resistance, & Conflict Copyright 2012 John Wiley & Sons,...
Chapter 11
Managing Organizational Change, Resistance, & Conflict
Copyright 2012 John Wiley & Sons, Inc.11-1
Change and Organizational Impact
Projects often cause changes in organizations, and some people may lose their jobs when a project is completed.
Project managers must learn to identify, understand, and work with a variety of stakeholders
Examples of Stakeholder Impacts from cases
2
Reactions to Change
We have all been through change - but how do we think about and manage it?
Dealing with the people issues, or soft side of technology, is an area that most technical people do not enjoy.
Many technical people and managers naively believe that the users within the organization will gladly embrace a new system if it is built properly.
11-3
Managers & Technical People May Have The False Beliefs
People want this change.
Monday morning we’ll turn on the system and they’ll use it.
A good training program will answer all of their questions and then they’ll love it.
Our people have been through a lot of change – what’s one more change going to matter?
We see the need for helping our people adjust, but we had to cut something.
They have two choices. They can change or they can leave. 11-4
In Reality, …
11-5
Change Management
Defined by the Gartner Group The transforming of the organization so it is aligned with
the execution of a chosen corporate business strategy. It is the management of the human element in a large-scale change project.
11-6
Assimilating Change
11-7
ChangeThreshold
Ass
imila
tion
of c
ha
nge
req
uir
e
Time
Change is a Process
11-8
PresentState
TransitionState Desired
State
Driving Forces Resisting Forces
Unfreezing Changing Refreezing
Force Field Analysis – Lewin, 1951
Emotional Responses to Change
11-9
shock
denial
anger
bargaining
depression
testing
acceptance
Time
EmotionalResponse
pass
ive
activ
e
stability
Elizabeth Kubler- Ross, 1969
Five Stages of Grieving
Denial Shock and disbelief
Anger Blaming others for the change
Bargaining Attempts to make deals to avoid the change Looks for ways to extend the status quo
Depression Admits that change is inevitable and understands the
impact
Acceptance Coming to grips with the change Moving on to the new state
11-10
People
Technology
Task
Structure
Impact of Organizational Change (Leavitt’s Model)
11-11
Reactions to Change
Change may Be an ending Mean giving something up Be stressful Be easier for those initiating the change Be the basis for resistance and conflict Change the “rules for success”
11-12
Change Management Plan
11-13
Assess Willingness, Readiness, and Ability to Change
11-14
Develop or Adopt a Strategy for Change
Rational–Empirical Approach
Normative-Reeducation Approach
Power-Coercive Approach
Environmental-Adaptive Approach
11-15
Implement the Change Management Plan and Track Progress
11-16
Evaluate Experience and Develop Lessons Learned
Experiences should be documented and made available to other project teams
11-17
Best Practices
Provide consistent communication and involvement – WIIFM (What’s In It For Me)
Determine support needs - where do people go for help and information?
Measure and communicate progress (Quick Wins)Build the need for change (“Burning Platform”)Ensure visible, consistent sponsorshipAllow the disenchanted to vent
Listen, listen, … and listen some more
11-18
Resistance and Conflict
11-19
Why Do People Resist Change?
11-20
Conflict Management
Focuses on preventing, managing, or resolving conflicts.
It is important to identify potential conflicts as early as possible so that the conflict can be addressed.
Although conflict can be positive and help form new ideas and establish commitment, negative conflict left unresolved can lead to damaged relationships, mistrust, unresolved issues, continued stress, dysfunctional behavior, and low productivity and morale.
11-21
Although conflict is one of the things most of us dislike intensely, it is inevitable. Most often when we try to avoid conflict, it will nevertheless seek us out. Some people wrongly hope that conflict will go away if it is ignored. In fact, conflict ignored is more likely to get worse, which can significantly reduce project performance. The best way to reduce conflict is to confront it.
(Verma, 1998, p. 367)
11-22
Conflict Management Style Quiz
11-23
Add the corresponding statements for each of the styles below to find out how you would handle conflicts:
Style 1: 1, 5, 7Style 2: 4, 9, 12Style 3: 6, 10, 15Style 4: 3, 11, 14Style 5: 2, 8, 13
Types of Conflict
Traditional View
Contemporary View
Interactionist View
11-24
Approaches to Conflict
11-25
Approach to Conflict Situation
Each conflict situation is unique and the choice of an approach to resolve conflict depends on:
11-26
Conflict and the Project Team
Project managers must lead their teams in performing various project activities
After assessing team performance and related information, the project manager must decide: if changes should be requested to the project if corrective or preventive actions should be
recommended if updates are needed to the project management plan or
organizational process assets.
27
Conflict Handling Modes
1. Confrontation
2. Compromise
3. Smoothing
4. Forcing
5. Withdrawal
6. Collaborating
28http://www.youtube.com/watch?v=6xCkhV7zhuw
Can Conflict Be Good?
29
30
Common Sources of Conflict
Work scopeResource assignmentsScheduleCostsTechnical opinionsPriorities of resource timeAdministrative proceduresResponsibilitiesPersonality clashes
Part 3 - Project Teams & Conflict 31
Root Cause of Conflict
The PM has final responsibility to resolve or manage any conflict that affects project success.
For example, suppose two people are yelling at each other during a meeting. Asking them to not yell fixes the symptom, but not the root cause of the conflict, which may be a difference of opinion about an issue due to different assumptions being made by each person.
Five Dysfunctions of a Team
The five dysfunctions of teams are1. Absence of trust2. Fear of conflict3. Lack of commitment4. Avoidance of accountability5. Inattention to results
32
*Lencioni, Patrick, “Overcoming the Five Dysfunctions of a Team,” Jossey-Bass: San Francisco, CA (2005), p. 3.
General Advice on Teams
Be patient with your teamFix the problem instead of blaming people Establish regular, effective meetingsAllow time for teams to go through the basic team-
building stages Limit the size of work teams to three to seven
members
33