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Chapter 12

Chapter 12. Change and Conflict . What is Conflict?. What words do we associate with “conflict”? Perceived differences between individuals that result in some form of interference or opposition “Perceived” is the important word! “Kramer vs. Kramer”

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Chapter 12

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  1. Chapter 12 Change and Conflict

  2. What is Conflict? • What words do we associate with “conflict”? • Perceived differences between individuals that result in some form of interference or opposition • “Perceived” is the important word! • “Kramer vs. Kramer” • http://www.youtube.com/watch?v=UQtt9I6c-YM

  3. Views of Conflict • Traditional View • All conflict is bad and has negative effect on organizations and their members • Human Relations View • Conflict is natural, inevitable outcome in any org. • May be a positive force • Accept and capitalize on conflict

  4. Views of Conflict • Stimulating View • Not only can conflict be positive force, but some conflict is necessary for org. members to perform effectively • Separates conflict into constructive and destructive types • Necessary to challenge the status quo

  5. Managing Conflict • What is your style? • Take survey

  6. Survey Results “Forcing”

  7. Managing Conflict • “Twelve Angry Men” • http://www.youtube.com/watch?v=-akbfcr45Gc&feature=related • Pick your battles • Know who is involved • Determine conflict source • Respond to conflict—what style(s) do you use—survey you just completed

  8. Stimulating Conflict • There are situations where you may need to stimulate conflict • “Devil’s Advocate” • You may need to inform others that conflict has its place—then support your message • Use conflict carefully

  9. Change • To alter, transform, or convert • Causes of change • External and internal forces • What forces cause change in your personal and professional lives? • Change Agents • People who make changes and act as catalysts in the org.

  10. Change • Doesn’t only come from leaders • Outside consultants often used for major changes • Can be problem because they don’t fully understand the org. • Often initiate more drastic changes than those inside org.—could be pro or con • Don’t have to live with the consequences

  11. Processes of Change • Metaphors—Calm Waters • Org. a large ship crossing a calm sea; they’ve made this trip many times • Lewin’s three-step description of successful change • Unfreeze a current activity • Change to something new • Re-freeze new change to make it permanent • Lewin disturbs the status quo

  12. Process of Change • Metaphors—Whitewater Rapids • Org. a small raft navigating raging river with whitewater rapids, no one knows each other, in the dark • Surroundings uncertain and dynamic • People would need to be flexible and respond quickly to change

  13. Why You May Fear Change • Change resisted because: • Uncertainty • Concern over personal loss • Belief that change is not in your organization’s best interest

  14. Planned Change • Organization Development (OD) • Org. makes concerted effort to alter some aspect of the org. • Activity designed to facilitate long-term org.-wide changes • Focus is to constructively change attitudes and values of org. members so they can more readily adapt to changes in the org.

  15. OD Techniques • Survey feedback • Attitude about the change and current org. activities • Team building • Help group become a team • Intergroup development • Achieve team building between different work groups so that groups can better coordinate work

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