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Conflict and Change

Conflict and Change. Bolman and Deal, 2003 DiPoala , 2009 Fullan , 2001. Objective: Explore the relationship between leadership, change, and conflict. Is conflict intrinsically bad? . Why or why not?. Organizational Frames.

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Conflict and Change

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  1. Conflict and Change Bolman and Deal, 2003 DiPoala, 2009 Fullan, 2001

  2. Objective: Explore the relationship between leadership, change, and conflict

  3. Is conflict intrinsically bad? Why or why not?

  4. Organizational Frames • Structural (Sociology): Emphasis on goals, specialized roles, and formal relationships marked by formal rules, policies, and procedures (Division of Labor Approach) Taylor and Weber • Human Resource (Psychology ): Organizations are extended families made up of individuals, with needs, feelings, prejudices, and limitations. • Political (Political Science): Organizations as arenas, contests, or jungles. Interests compete for power and resources (Machiavellian) • Symbolic (Social and Cultural Anthropology): Organizations as tribes, theaters, or carnivals propelled by rituals, ceremonies, stories, heroes, and myths

  5. Structural Frame • Conflict undermines effectiveness (Frederick Taylor and Max Weber) • Hierarchical conflict • Partisan groups • Approach to Conflict: Maintain organizational goals by having authorities resolve conflict

  6. Political Frame Scarce resources and enduring differences make conflict central and power the most important asset (pg. 187) • Competition for resources, jobs, title, and prestige • Conflict is natural and inevitable • Occurs at boundaries of groups and/or units (Vertical/Horizontal) • Cultural conflict: Values, Beliefs, and Lifestyles • Focus on strategy and tactics, not elimination of conflict • Costs and benefits (Tranquil, harmonious organizations) • Status Quo – New ideas, innovation • Situation dependent – increase or decrease conflict • Handling conflict: Poor=chaos, Well=innovation • Leadership role: Recognize and use organizational conflict productively

  7. Human Resource Frame • Linear relationship between hierarchy and level of conflict • Approaching Conflict: Develop relationships by having individuals confront conflict • “Oil on troubled waters” approach • Develop skills – conflict management, listening, consensus building • Agree on the basics • Differences are a group responsibility - leadership

  8. Symbolic Frame • Conflict is absorbed through: • Fraternity • Distributive Leadership • Diversity as competitive advantage • Stories and Myths • Humor and Play • Approach Conflict: Develop shared values and use conflict to negotiate meaning

  9. Conflict-Management Style • Avoiding Style: Administrator ignores conflict hoping it will go away. Drawn-out procedures are used to stifle conflict • Compromising Style: Individual and organizational needs are balanced. Negotiation, middle-ground, and tradeoffs • Accommodating Style: Give in to the demands of the subordinates. • Collaborating Style: Problems and conflicts are seen as challenges. Differences are confronted and information/ideas are shared (Hoy and Miskel, 2005)

  10. Conflict Management Styles Uncooperative Cooperative Assertive Unassertive (Hoy and Miskel, 2005, pg. 232)

  11. Organizational Conflict Conflict Amanson, 1996

  12. Conflict Theory Amanson, 1996

  13. Literature Review

  14. Conflict Case Study Activity

  15. Questions • What is the relationship between change and conflict? • What is the relationship between leadership and change? • What is your conflict management style? • What are some leadership challenges in keeping conflict in the affective?

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