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Managing Changeand Conflict
Chapter 14 Lecture Outlines
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Chapter Objectives
Identify and describe four types of organizationalchange according to the Nadler-Tushman model.
Explain how people tend to respond differently tochanges they like and those they dislike.
List a least six reasons why employees resistchanges and discuss what management can doabout resistance to change.
Describe how the unfreezing-change-refreezinganalogy applies to organization development (OD).
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Chapter Objectives (contd)
Describe tempered radicals and identify the5Ps in the checklist for grassroots changeagents.
Contrast competitive and cooperative conflictstyles, and identify five conflict resolutiontechniques.
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Change: Organizational andIndividual Perspectives
Types of Organizational Change Anticipatory changes: planned changes based on
expected situations. Reactive changes: changes made in response to
unexpected situations. Incremental changes: subsystem adjustments
required to keep the organization on course.
Strategic changes: altering the overall shape or direction of the organization.
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Change: Organizational andIndividual Perspectives (contd)
Tuning The most common, least intense, and least risky type
of change. Also known as preventive maintenance and kaizen
(continuous improvement). Key is to actively anticipate and avoid problems
rather than waiting for something to go wrong.
Adaptation Incremental changes that are in reaction to external
problems, events, or pressures.
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Re-Orientation Change that is anticipatory and strategic in scope and
causes the organization to be significantly redirected. Also called frame bending (Nadler and
Tushman).
Re-Creation Intense and risky decisive change that reinvents the
organization. Also called frame breaking (Nadler and
Tushman).
Change: Organizational and IndividualPerspectives (contd)
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Individual Reactions to Change (contd)
How People Respond to Changes They Fear and Dislike Stages
Getting off on the wrong track
Laughing it off Growing self-doubt
Buying in Constructive direction
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Why Do EmployeesResist Change?
Surprise Unannounced significant changes threaten
employees sense of balance in the workplace.
Inertia Employees have a desire to maintain a safe, secure,and predictable status quo.
Misunderstanding and lack of skills Without introductory or remedial training, change may
be perceived negatively.
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Why Do EmployeesResist Change? (contd)
Emotional Side Effects Forced acceptance of change can create a sense of
powerlessness, anger, and passive resistance tochange.
Lack of Trust Promises of improvement mean nothing if employees
do not trust management.
Fear of Failure Employees are intimidated by change and doubt their
abilities to meet new challenges.
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Personality Conflicts Managers who are disliked by their managers are
poor conduits for change.
Poor Timing Other events can conspire to create resentment abouta particular change.
Lack of Tact No showing sensitivity to feelings can create
resistance to change.
Why Do EmployeesResist Change? (contd)
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Threat to Job Status/Security Employees worry that any change may threaten their
job or security.
Breakup of Work Group Changes can tear apart established on-the-job socialrelationships.
Competing Commitments Change can disrupt employees in their pursuit of
other goals.
Why Do EmployeesResist Change? (contd)
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Overcoming Resistance to Change
Strategies for Overcoming Resistance toChange Education and communication
Participation and involvement Facilitation and support Negotiation and agreement
Manipulation and co-optation Explicit and implicit coercion
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Making Change Happen
Two Approaches to Organization Change Organization Development (OD)
Formal top-down approach Grassroots Change
An unofficial and informal bottom-up approach
Change Agent Characteristics Foresight
Responsiveness Flexibility Adaptability
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Planned Change Through OrganizationDevelopment (OD) (contd)
Objectives of OD Deepen the sense of organizational purpose. Strengthen interpersonal trust.
Encourage problem solving rather than avoidance. Develop a satisfying work experience. Supplement formal authority with knowledge and skill-
based authority.
Increase personal responsibility for planning andimplementing.
Encourage willingness to change.
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Planned Change Through OrganizationDevelopment (OD) (contd)
The OD Process (Kurt Lewin) Unfreezing, changing, and refreezing social systems
Unfreezing: neutralizing resistance by preparingpeople for change.
Changing: implementing the planned change Refreezing: systematically following a change
program for lasting results.
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Unofficial and InformalGrassroots Change
Grassroots Change Change that is spontaneous, informal, experimental,
and driven from within.
Tempered Radicals People who quietly try to change the dominant
organizational culture in line with their convictions. Guidelines for tempered radicals
Think small for big results.
Be authentic. Translate. Dont go it alone.
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Managing Conflict
Conflict Incompatible behaviors that make another person
less effective
Dealing with the Two Faces of Conflict Competitive conflict: parties are pursuing directly
opposite (win-lose) goals. Cooperative conflict: a mutually reinforcing
experience (win-win) that serves the best interests of both parties.
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Managing Conflict (contd)
Conflict Triggers Conflict trigger: any factor that increases the chances
of conflict. Types of triggers
Ambiguous or overlapping jurisdictions. Competition for scarce resources. Communication breakdowns. Time pressure.
Unreasonable standards, rule, policies, or procedures. Personality clashes. Status differentials. Unrealized expectations.
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Managing Conflict (contd)
Resolving Conflict: Conflict ResolutionTechniques Problem solving Superordinate goals Compromise Forcing
Smoothing
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Career Advancement Behaviors
Best Behaviors Perspective taking
Creating solutions
Expressing emotions
Reaching out
Worst Behaviors Avoidance
Winning at all costs
Displaying anger
Demeaning others Retaliating