CHANGE, CONFLICT, AND

NEGOTIATION
 ORGANIZATIONAL CHANGE

Change is moving from one state to another.

Measuring the attractiveness of a major
change proposal: Johnson and Scholes

1. Suitability: does it address the circumstance in which the company

is operating
2. Acceptability: does it offer a good ROI needed, does it carry an
acceptable level of risk and will stakeholders in the business react
favorably?
3. Feasibility: can we actually do it? Do we have the necessary
resources and capabilities?
i. Economical feasibility
ii. Technical feasibility
iii. Operational/ organizational feasibility
iv. Social feasibility
 MODELS OF THE CHANGE PROCESS
LEWIN-SCHEIN MODEL

making the
need for change
so obvious that
the individual
will be willing
to accept the
change
 MODELS OF THE CHANGE PROCESS
It Force Fieldhow
illustrates Analysis by driving
forces LEWIN-SCHEIN MODEL
change within an organization could be
impeded by the forces of resistance. E.g. introducing teachers'
performance related pay
 Evolutionary and
Revolutionary Change

 Evolutionary change
gradual, incremental, and narrowly focused
constant attempt to improve, adapt, and adjust
strategy and structure incrementally to
accommodate changes in the environment
 Evolutionary and
Revolutionary Change

 Revolutionary change
Rapid, dramatic, and broadly focused
Involves a bold attempt to quickly find ways to
be effective
Likely to result in a radical shift in ways of
doing things, new goals, and a new structure for
the organization
Steps in the Organizational
Change Process
 Implementing the
Change

 Top Down Change

A fast, revolutionary approach to change in
which top managers identify what needs to be
changed and then move quickly to implement
the changes throughout the organization.
 Implementing the
Change

 Bottom-up change
A gradual or evolutionary approach to change
in which managers at all levels work together to
develop a detailed plan for change.
 Evaluating the Change

 Benchmarking
The process of comparing one company’s
performance on specific dimensions with the
performance of other, high-performing
organizations.
 WHY DO EMPLOYEES RESIST
CHANGE?

 Surprise

 Inertia

 Misunderstanding/Ignorance/Lack of skills

 Emotional side effects

 Lack of trust
 WHY DO EMPLOYEES RESIST
CHANGE?
(continued)

 Fear of failure
 Personality conflicts
 Poor timing
 Lack of tact
 Threat to job status/Security
 Breakup to work group
 STRATEGIES FOR OVERCOMING
RESISTANCE TO CHANGE

1. Education and communication

2. Participation and involvement
3. Facilitation and support
4. Negotiation and agreement
5. Manipulation and co-optation
6. Explicit and implicit coercion
 CONFLICT

Conflict: “involves incompatible behaviors; one person

interfering, disrupting, or in some other way making
another’s actions less effective.”
Two Faces of Conflict:

1. Competitive conflict: parties pursue directly opposite

goals and mistrust and don’t believe each other. (Win-
lose)
2. Cooperative conflict: parties pursue cooperative goals
and trust and rely on each other. (Win-win
 CONFLICT TRIGGERS

Conflict trigger: a circumstance that increases the chances of

intergroup or interpersonal conflict.
 Ambiguous or overlapping jurisdictions
 Competition for scarce resources
 Communication breakdowns
 Time pressure
 Unreasonable standards, rules, policies, or procedures
 Personality clashes
 Status differentials
 Unrealized expectations
 CONFLICT RESOLUTION TECHNIQUES

 Problem solving
 Compromise
 Forcing
 Smoothing: hey, relax
 Superordinate goals: unattainable goals by any one group
(we are in it together)
 NEGOTIATING

Negotiation: "A decision-making

process among interdependent
parties who do not share
identical preferences."
THE END