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    HBO - Change Process, Managing Conflict

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    Hazel Jumaquio
    The document discusses change processes and managing conflicts in organizations. It outlines Kotter's 8-step change model for implementing change successfully. It also discusses the negative effects of group conflicts, such as diverting time/energy and delaying decisions. The document notes there are two forms of intergroup conflict - horizontal strain between functions and vertical strain between hierarchical levels. It provides strategies for managing group conflicts, such as avoidance, smoothing, dominance, compromise, and confrontation.

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    HBO - Change Process, Managing Conflict

    Uploaded by

    Hazel Jumaquio
    284 views12 pages
    The document discusses change processes and managing conflicts in organizations. It outlines Kotter's 8-step change model for implementing change successfully. It also discusses the negative effects of group conflicts, such as diverting time/energy and delaying decisions. The document notes there are two forms of intergroup conflict - horizontal strain between functions and vertical strain between hierarchical levels. It provides strategies for managing group conflicts, such as avoidance, smoothing, dominance, compromise, and confrontation.

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    The document discusses change processes and managing conflicts in organizations. It outlines Kotter's 8-step change model for implementing change successfully. It also discusses the negative effects of group conflicts, such as diverting time/energy and delaying decisions. The document notes there are two forms of intergroup conflict - horizontal strain between functions and vertical strain between hierarchical levels. It provides strategies for managing group conflicts, such as avoidance, smoothing, dominance, compromise, and confrontation.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    284 views12 pages

    HBO - Change Process, Managing Conflict

    Uploaded by

    Hazel Jumaquio
    The document discusses change processes and managing conflicts in organizations. It outlines Kotter's 8-step change model for implementing change successfully. It also discusses the negative effects of group conflicts, such as diverting time/energy and delaying decisions. The document notes there are two forms of intergroup conflict - horizontal strain between functions and vertical strain between hierarchical levels. It provides strategies for managing group conflicts, such as avoidance, smoothing, dominance, compromise, and confrontation.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 12

    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

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