HBO- change process, managing conflict.ppt

7/31/2019 HBO- change process, managing conflict.ppt

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Change Process

Managing Conflicts in an Organization

Discussant:

Hazel S. Jumaquio

MAE-EM


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If there is a changein something, itbecomes different..

Transformation

modify To make orbecome different


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"Change is the only constant."

Heraclitus, Greek philosopher


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Why Organizations Change??


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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?


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Kotter's 8-Step Change ModelImplementing Change Powerfully and Successfully

Step 1: CreateUrgency

Step 2: Form aPowerfulCoalition

Step 3: Create

a Vision forChange

Step 4:Communicate the

Vision

Step 5: RemoveObstacles

Step 6: CreateShort-termWins

Step 7: Build

on the Change

Step 8: Anchorthe Changes inCorporate

Culture


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You have to work hard to change an organizationsuccessfully. When you plan carefully and build theproper foundation, implementing change can bemuch easier, and you'll improve the chances ofsuccess. If you're too impatient, and if you expecttoo many results too soon, your plans for change

are more likely to fail.


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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


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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 issuesDelay decisions

Create deadlocks


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Intergroup conflict occurs in two general forms:

Vertical strain involvescompetition between

hierarchical levels: for

example, union versus

management, foremen

versus middle

management, shop workers

versus foremen

Horizontal straininvolves competition

between functions: for

example, sales versus

production, research and

development versus

engineering, purchasing

versus legal, line versusstaff, and so on.


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Avoidance - a management strategy which includes nonattention orcreating a total separation of the combatants or a partial separation thatallows limited interaction

Smoothing - technique which stresses the achievement of harmony betweendisputants.

Dominance or Power Intervention - the imposition of a solution by highermanagement, other than the level at which the conflict exists

Compromise - strategy that seeks a resolution which satisfies at least partof the each party's position

Confrontation - strategy featuring a thorough and frank discussion of thesources and types of conflict and achieving a resolution that is in the bestinterest of the group, but that may be at the expense of one or all of the

conflicting parties

Strategies for Managing Group Conflicts


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HBO- change process, managing conflict.ppt

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