Managing Conflict and Change Chapter 14 Managing Conflict and Change Change should be a friend. It should happen by plan, not by accident. —Phil Crosby, quality advocate, author, and founder, Philip Crosby Associates McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.

Learning Objectives List the positive and negative aspects of conflict. Define types of conflict. Describe strategies for managing conflict. Explain how supervisors can initiate conflict resolution, respond to a conflict, and mediate conflict resolution. Identify sources of change and explain why employees and supervisors resist it. Discuss how supervisors can overcome resistance and implement change. Describe the types of power supervisors can have. Identify common strategies for organizational politics. See text page: 370

Conflict Conflict the struggle that results from incompatible or opposing needs, feelings, thoughts, or demands within a person or between two or more people

Positive and Negative Aspects of Conflict Can bring about necessary change Negative Cause stress Reduce productivity May cause harm to the organization Frustration frustration Defeat in the effort to achieve desired goals See Learning Objective 1: List the positive and negative aspects of conflict. 14-4

Types of Conflict See Learning Objective 2: Define types of conflict. See text page: 373

Strategies for Managing Interpersonal Conflict Compromise Avoidance and smoothing Forcing a solution Confrontation or problem solving See Learning Objective 3: Describe strategies for managing conflict. See text pages: 377-379 14-6

Strategies for Managing Interpersonal Conflict Compromise The parties to the conflict settle on a solution that gives both of them part of what they wanted. Conflict resolution Managing a conflict by confronting the problem and solving it

Initiating Conflict Resolution See Learning Objective 4: Explain how supervisors can initiate conflict resolution, respond to a conflict, and mediate conflict resolution. See text page: 379

Responding to a Conflict Understand the problem Listen to the complaint Interpret the problem in terms of actions and effects Agree with something the other person said See Learning Objective 4: Explain how supervisors can initiate conflict resolution, respond to a conflict, and mediate conflict resolution. See text pages: 380-381

Responding to a Conflict Work on a solution Find a solution together Agree on how to carry out the solution Implement the solution See Learning Objective 4: Explain how supervisors can initiate conflict resolution, respond to a conflict, and mediate conflict resolution. See text pages: 380-381

Responding to a Conflict

Mediating Conflict Resolution Begin by establishing a constructive environment. Ask each person to explain what the problem is. Have individuals state what they want to accomplish or what will satisfy them. Restate in your own words each person’s position. See Learning Objective 4: Explain how supervisors can initiate conflict resolution, respond to a conflict, and mediate conflict resolution. See text page: 381

Mediating Conflict Resolution Have all participants suggest as many solutions as they can. Encourage the employees to select a solution that benefits all of them. Summarize what has been discussed and agreed on.

Change in the Workplace Supervisors do not decide whether organizations should change, but how to make the changes work. See Learning Objective 5: Identify sources of change and explain why employees and supervisors resist it. See text pages: 382-383

Change in the Workplace Factors that can affect the success of change: The change agent Determination of what to change The kind of change to be made Individuals affected Evaluation of change

Sources of Change

Sources of Change Organizations change when management sees an opportunity or a need to do things better. Organizations change when employees form unions or make suggestions on how to improve quality and cut costs. See Learning Objective 5: Identify sources of change and explain why employees and supervisors resist it. See text pages: 383-384

Sources of Change New laws and regulations often lead to organizational change. Economic trends can lead to organizational change. See Learning Objective 5: Identify sources of change and explain why employees and supervisors resist it. See text pages: 383-384

Resistance to Change People are fearful because change carries the risk of making them worse off. Peoples’ resistance to change is greatest when they are not sure what to expect or why the change is necessary. See Learning Objective 5: Identify sources of change and explain why employees and supervisors resist it. See text page: 384 14-19

Implementing Change To implement a change, a supervisor must: Overcome resistance to it Ensure that the change is made Create the conditions in which the change is likely to last See Learning Objective 6: Discuss how supervisors can overcome resistance and implement change. See text page: 384

Implementing Change Three phases of change: Unfreezing Changing Refreezing See Learning Objective 6: Discuss how supervisors can overcome resistance and implement change. See text page: 384

Unfreezing Tell employees about a change as soon as you learn about it. Make sure employees understand what the change is and how it is likely to affect them. Be positive about the change. Describe how the organization will help employees cope. See Learning Objective 6: Discuss how supervisors can overcome resistance and implement change. See text pages: 385-386

Unfreezing (cont.) Allow employees to express concerns and ask questions. Answer as many questions as you can and get answers to the rest ASAP. Keep alert to your company’s status in the marketplace and let your employees know about it. Listen to expressions of employee sadness or anger without argument. See Learning Objective 6: Discuss how supervisors can overcome resistance and implement change. See text pages: 385-386

Changing The key to implementing change is building on successes. As employees see the change achieving desirable results, they are more likely to go along with it and even embrace it. See Learning Objective 6: Discuss how supervisors can overcome resistance and implement change. See text pages: 386-387

Changing To induce changes in behavior, the change effort should include tangible or intangible rewards for the desired behavior. Establish reasonable deadlines for the change. Identify individuals and groups that will begin with a positive attitude. See Learning Objective 6: Discuss how supervisors can overcome resistance and implement change. See text pages: 386-387

Refreezing The change process is complete only when employees make the new behavior part of their routine. Backsliding is a natural response; therefore supervisors need to keep everyone on track. See Learning Objective 6: Discuss how supervisors can overcome resistance and implement change. See text pages: 387-388

Refreezing An important part of refreezing is for employees to be rewarded for behavior that shows they have made the desired change. See Learning Objective 6: Discuss how supervisors can overcome resistance and implement change. See text pages: 387-388 14-27

Proposing Change To propose a change effectively, the supervisor should begin by analyzing it. How will it help the organization better achieve its goals? Will it improve quality or productivity? What steps are required to carry it out? How much will it cost? Who will carry it out? What training will be required? See Learning Objective 6: Discuss how supervisors can overcome resistance and implement change. See text page: 388

Proposing Change Except for simple changes, a supervisor should make proposals in writing. Begin with a brief summary of what the change is and why it is desirable. Provide details about the procedure for change and the costs and benefits involved. See Learning Objective 6: Discuss how supervisors can overcome resistance and implement change. See text page: 388

Organizational Politics and Power Intentional acts of influence to enhance or protect the self-interest of individuals or groups Power The ability to influence people to behave in a certain way

Sources of Power Position power Personal power Power that comes from a person’s formal role in an organization Personal power Power that arises from an individual’s personal characteristics

Types of Power See Learning Objective 7: Describe the types of power supervisors can have. See text pages: 388-390

Political Strategies Doing favors Making good impressions Cultivating the grapevine Supporting the manager Avoiding negativism Giving praise • Doing favors—People remember favors and generally are willing to help out or say a good word in return. However, doing favors solely to create an obligation is unethical. • Making good impressions—Those who are skilled at organizational politics know that it is important to create a positive image of themselves. Not only do they look their best, but they make sure their accomplishments are visible. • Cultivating the grapevine—The saying “knowledge is power” applies to one’s position in the organization. Therefore, power is greater for those who are connected to the grapevines that carry information in the organization (see Chapter 10). Ways to get connected include serving on committees and developing friendships and informal contacts. • Supporting the manager—The supervisor’s manager can be a powerful ally. Therefore, it is important to help the manager look good. • Avoiding negativism—People have more respect for those who propose solutions than for those who merely criticize. • Giving praise—People like to be praised, and written compliments are especially valuable. As long as the praise is sincere, the supervisor can offer it to anyone, even his or her manager.

Building a Power Base See Learning Objective 8: Identify common strategies for organizational politics. See text page: 392

Socializing At many organizations, socializing is one way of getting ahead. Avoid behaviors such as getting drunk at parties or dating subordinates. Be sensible, but natural. See Learning Objective 8: Identify common strategies for organizational politics. See text pages: 392-393