1. 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.

2. 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

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

4. 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.
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5. Types of Conflict See Learning Objective 2: Define types of conflict.
See text page: 373

6. 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.
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7. 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

8. 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

9. 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.
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10. 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.
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11. Responding to a Conflict

12. 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

13. 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.

14. 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.
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15. 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

16. Sources of Change

17. 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.
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18. 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.
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19. 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
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20. 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

21. 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

22. 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.
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23. 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.
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24. 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.
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25. 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.
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26. 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.
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27. 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.
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28. 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

29. 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

30. 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

31. 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

32. Types of Power
See Learning Objective 7: Describe the types of power supervisors can have.
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33. 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.

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

35. 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.
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