Managing Conflict

and Change

Darwin C Macalanda, RPSy, CSAP

PhD in Industrial Psychology
Objectives
• Understand the nature of conflict and change
• Learn how to manage conflict and change in the workplace
• Describe four types of organizational change according to the Nadler-Tushman model.
• Explain how people tend to respond differently to changes they like and those they dislike.
• Identify reasons why employees resist changes and discuss what management can do about
resistance to change.
• Describe how the unfreezing-change-refreezing analogy applies to organization development
• Describe tempered radicals and identify the 5Ps in the checklist for grassroots change agents.
• Contrast competitive and cooperative conflict styles, and identify five conflict resolution
techniques.
Conflict in the Workplace
 What is conflict?
• A conflict is a a situation with incompatible goals, attitudes, emotions,
and/or behaviors that leads to disagreements between to parties which
result to change.

• Organizational conflict is a state of discord caused by the actual or

perceived opposition of needs, values and interests between people
working together.
 5 Stages Conflict Process 
• Conflict Process consists of five stages that show how conflict begins, grows,
and unfolds among individuals or groups with different goals, interests or
values of the organization.
Stage 1: Potential Opposition or Incompatibility
•The first step in the conflict process is the presence of conditions that create opportunities for
conflict to develop. These cause or create opportunities for organizational conflict to rise. They
need not lead directly to conflict, but one of these conditions is necessary if the conflict is to
surface. These conditions have been condensed into three general categories: Communication,
Structure, and Personal Variables.
1.Communications. Different connotations, jargons, insufficient exchange of information and
noise in the communication channel are all antecedent conditions to conflict.
2.Structure. Include variables such as size, the degree of assigned tasks, jurisdictional
clarity, leadership styles, reward systems and the degree of dependence between groups.
3.Personal Variables. Certain personality types lead to potential conflict. Another reason for the
conflict is the difference in value systems.
 Stage 2: Cognition and Personalization
• Conflict must be perceived by the parties, whether or not the conflict exists is a perception
issue. If no one is aware of a conflict, then it is generally agreed that no conflict exists.
Because conflict is perceived does not mean that is personalized.
• It is the felt level when individuals become emotionally involved that parties experience
anxiety, tension or hostility. Stage-2 is the place in the process where the parties decide
what the conflict is about and emotions play a major role in shaping perception.

Employee A may be aware that B and A are in serious disagreements but it may not make
A tense or nations and it may have no effect whatsoever on A’s affection towards B.
 Stage 3: Intentions

• Intentions are decisions to act in a

given way, intentions intervene
between people’s perception and
emotions and their overt behavior.
• Using two dimensions
cooperativeness (the degree to
which one party attempts to satisfy
the other party’s concerns) and
assertiveness (the degree to which
one party attempts to satisfy his or
her concerns) five conflict-handling
intentions can be identified.
 Stage 4: Behavior

• This is a stage where conflict becomes visible. The behavior stage includes the statements,
actions, and reactions made by the conflicting parties. These conflict behaviors are
usually overt attempts to implement each party’s intentions.
• These conflict behaviors are usually overt attempts to implement each party’s intentions.
But these behaviors have a stimulus quality that is separate from intentions.
• As a result of miscalculations or unskilled enactments, overt behaviors sometimes deviate
from original intentions.
 Stage 5: Outcomes
• The action-reaction interplay between the conflicting parties results in consequences.
These outcomes may be functional in that the conflict results in an improvement in the
group’s performance, or dysfunctional in that it hinders group performance.
• Conflict is constructive when it improves the quality of decisions that stimulates creativity
and innovations encourage interest and curiosity among group members to provide the
medium through which problems can be aired and tensions released and foster an
environment of self-evaluation and change.
• Conflict is dysfunctional when uncontrolled opposition breeds discontent, which acts to
dissolve common ties and eventually leads to the destruction of the group.
 Conflict Management styles
An individual’s conflict style is a behavioral orientation of how to approach and handle conflict,
with individuals choosing a pattern of 5 principles to guide them through the conflict process.
These patterns evolve into actions and reactions that become known as their “style”. Conflict
management style is a “general and consistent orientation toward the other party and the
conflict issues, manifest in observable behaviors that form a pattern and share common
characteristics over time”.
 • In this style, the aggressive individual aims to
I Win, You Lose instill pressure on the other parties to achieve
a goal. It includes the use of whatever means
to attain what the individual thinks is right.
Desire to satisfy own concerns

• It may be appropriate in some situations but

it shouldn’t come to a point wherein the
aggressor becomes too unreasonable.
Assertiveness

• Dealing with the conflict with an open mind is

vital for a resolution to be met.

Cooperativeness
Desire to satisfy other’s concern
 Aims to find a solution to the conflict by Collaborating

cooperating with other parties. In this Parties solve the

problem by clarifying
mechanism, the effort is exerted in digging differences
Desire to satisfy own concerns

into the issue to identify the needs of the

concerned without removing their respective I Win,
interests from the picture. Collaboration You Win
Assertiveness

aim to come up with a successful resolution

creatively, without compromising their
satisfaction.

Cooperativeness
Desire to satisfy other’s concern
 • Avoiding included trying to just ignore a conflict
and avoiding others with whom you disagree. In
No this approach, there is withdrawal from the
Desire to satisfy own concerns

Winners, conflict. The problem is being dealt with through a

passive attitude. Avoiding is mostly used when the
No perceived negative end outweighs the positive
Losers outcome.
Assertiveness

• In employing this, individuals end up ignoring the

problem, thinking that the conflict will resolve
itself. It might be applicable in certain situations
but not in all. Avoidance would mean that you
neglect the responsibility that comes with it.

Cooperativeness
Desire to satisfy other’s concern
 • Accommodation involves having to deal with the
problem with an element of self-sacrifice; an
individual sets aside his concerns to maintain peace
Desire to satisfy own concerns
in the situation. Thus, the person yields to what the
I lose,
other wants, displaying a form of selflessness.
• It might come as an immediate solution to the issue;
however, it also brings about a false manner of You win
Assertiveness

dealing with the problem. This can be disruptive if

there is a need to come up with a more sound and
creative way out of the problem. This behavior will
be most efficient if the individual is in the wrong as it
can come as a form of conciliation.

Cooperativeness
Desire to satisfy other’s concern
 • Intentions provide general guidelines for parties in a conflict situation. They
define each party’s purpose. Yet people’s intention is not fixed. During the
conflict, they might change because of re-conceptualization or because of an
emotional reaction to the behavior of another party. Compromising is about
Desire to satisfy own concerns

coming up with a resolution that would be acceptable to the parties involved.

Thus, one party is willing to sacrifice their own sets of goals as long as the
others will do the same.
Assertiveness

You Bend, I Bend

Cooperativeness
Desire to satisfy other’s concern
Desire to satisfy own concerns
Assertiveness

Cooperativeness
Desire to satisfy other’s concern
Which Conflict Management Style is the Best?
Use the Competing Style If…
• An emergency is looming and there’s no
room for debate
• The issue is trivial or you’re sure you are
right
• Weaker parties need to be protected
from stronger ones
• Principles are at stake and must not be
compromised
Do Not Use the Competing Style
If…
•  Support and cooperation of others is
needed
• It’s used routinely, because others will
start to take offense
• The self-respect of other parties will be
diminished
Use the Accommodating Style
If…
• Keeping others happy is the most
important goal
• You really don’t care about the
issue
• Your knowledge is limited
• You have no real power
Do Not Use the
Accommodating Style If…
• You’re sure you’re correct
• If others are unethical or wrong
in their proposal

Use the Avoiding Style If…
•  The issue and the relationship are
both unimportant
• The conflict is too high and parties
need to cool off
Do Not Use the Avoiding
Style If…
• A long-term solution is needed
• You are responsible for resolving the
conflict
• Negative feelings are likely to linger.
Use the Compromising Style
If…
• The goals are clearly incompatible
• The parties have equal power
• A quick solution is needed
• Working together is important, but time
does not allow for true collaboration
• Finding a solution is better than a
stalemate
Do Not Use the
Compromising Style If…
• Finding the most creative solution is
essential
• When there is an imbalance of power
• When the problem is complex
• When long-term solutions are needed
Use the Collaborating Style
If…
• Reasonable hope exists to meet all
concerns
• Time and energy are available to deal
with the conflict
• The issue and the people are both
important
Do Not Use the
Collaborating Style If…
• There is no time
• There is not hope that both parties can
be completely satisfied
• When others are not interested in the
outcome
 The Nature of Change
Organizational change is both the process in which an organization changes its structure,
strategies, operational methods, technologies, or organizational culture to affect change within
the organization and the effects of these changes on the organization. Organizational change
can be continuous or occur for distinct periods of time.
When an organization system is disturbed by some internal or external forces change
frequently occur or any alteration which occur in the overall work environment of an
organization.
 Characteristics of
Organizational Change
• Change happen for the pressure of both internal and external
forces in the organization.
• Change in any part of the organization affect the whole
organization.
• Change may affect people , structure, technology, and other
element of the organization.
• Change also affect the rate of speed and degree of
significance of the organization.
• Change may be reactive or proactive. 
Forces of Change
 The Driving Forces of Change
The ability to navigate the never-ending cycle of change is a cornerstone of success for any organization. Change
affects everybody, every business, every industry, every day. If you want to create a better future and succeed in
your professional and personal life, you must understand the driving forces of change and how to lead, embrace
and manage change. Change can be hard on leaders and team members alike if you don’t have a good
understanding of the two primary forces of change: external forces and internal forces.
External Forces: Internal Forces
• These are changes that we usually don’t choose. •It is important to remember that any type of
These include driving forces that shape change change can be hard, and these forces of change
like technology, customer preferences, will push us to get out of our comfort zone and
regulations, competitor moves, or supplier and approach work differently. People tend to crave
sourcing instability. Disruptions are constantly the status quo and resist things that disrupt
challenging us to innovate and adapt. familiar and trusted behaviors, processes and
• Sometimes these external changes can arise very systems. It can feel risky to change, so we tend
quickly like a tsunami. Other external changes to resist things that seem unfamiliar to us.
are like a slow-moving lava flow. You may not like •When organizations need to be restructured, a
it, but you know it is coming. Regardless of the new executive is hired, a new product is
speed of change, it will take skilled leaders to introduced or a new policy is rolled out, it is
leverage and capitalize on these dynamic forces. going to encounter some questions,
cautiousness and push back.
 Resistance to Organizational Change
(Kotter and Schelsinger)
Self-interest
• Self-interest is a powerful motivator.
• It arises from a perceived threat to
job security, status and financial
position.
• Understandable - why would you
want to lose something you believe
to be valuable?
• Individuals often place their own
interests ahead of those of their
organization, particularly if they don't
feel a strong loyalty to it
 Resistance to Organizational Change
Misinformation & Misunderstanding
• People don’t understand why change is needed, perhaps because they are
misinformed about the real strategic position of the business
• Perception may be widespread that there is no compelling reason for change
• Perhaps even an element of people fooling themselves that things are better than
they really are.
Resistance to Organizational Change
Different Assessment of the
Situation
• Here there is disagreement about the need
for change or what that change needs to be
• Some people may simply disagree with the
change proposed, or they may feel they have
a better solution
• This is different from “self-interest” – the
resistance here is based on disagreement
about what is best for the business
 Resistance to Organizational Change
Low Tolerance and
Inertia
• Many people suffer from inertia or
reluctance to change, preferring
things to stay “the way they are”
• Many people need security,
predictability & stability in their work
• If there is low tolerance of change
(perhaps arising from past
experience) then resistance to change
may grow
 Resistance to Organizational Change
• Uncertainty: In the face of impending change, employees are likely to become
anxious and feel nervous. Diverse feelings among workers may lead to substantial
resistance force to change. For example, they may worry about their ability to
meet the new job demands, they may think their job security is threatened, or
they may simply dislike ambiguity.
 Steps in the
Change Management Process
• Organizations should systematically prepare for and implement major
organizational change. John Kotter, a Harvard Business School professor,
developed a well-known and widely adopted approach for managing
organizational change.
• This approach, updated in Kotter's book Accelerate, involves the following eight
stages.
 1. Create a sense of
urgency. 
• Successful transformation efforts usually begin
when leaders examine the market for changes
that may lead to new competitive realities for the
organization. These changes can stem from
demographic shifts, social trends, new technology,
market or competitor changes, or new
government regulations. The leaders should
explain that a potential crisis or major opportunity
is imminent, and they should encourage frank
discussion throughout the organization. Creating a
sense of urgency that the status quo is no longer
acceptable is essential to gain the workforce's
energetic cooperation.
2. Build a guiding coalition. 
• Once employees feel a sense of urgency,
leaders should establish a group with
enough power to lead the change.
Members need substantial authority based
on position, expertise, credibility and
leadership, as well as effective management
skills and proven leadership abilities. This
coalition must learn to work together based
on trust and set a common goal. Many
guiding coalitions build trust through offsite
meetings, joint activities and conversation.
 3. Form a strategic
vision and initiatives
• The guiding coalition should craft a clear
vision for the future, motivate people to
take appropriate actions and coordinate
their actions. An effective vision is
imaginable, desirable, feasible, focused,
flexible and communicable, according to
Kotter. Creating an effective vision takes
time and can be a challenging process,
but the end product provides a clear
direction for the future
4.  Enlist a volunteer army
• Once the guiding coalition has developed
the vision, its members should provide
extensive communications about how the
change will improve the business and how
those improvements will benefit
employees. Key elements in effective
communications include simplicity, use of
examples, multiple forums, repetition,
explanation of apparent inconsistencies and
two-way communication. The group should
model the behavior expected of employees.
 5. Enable action by
removing barriers
To empower workers to support change and
act on the vision, change leaders should
identify and remove obstacles. Four
categories of important obstacles are:
1. Formal structures that make it difficult
for employees to act.
2. A lack of needed skills.
3. Personnel or information systems.
4. Supervisors who discourage actions
toward implementing the new vision.
6. Generate short-
term wins.
Successful and enduring change takes time,
which can be discouraging to employees at
all levels of the organization. To maintain
urgency, leaders should create conditions
that support early successes and visible
improvements. The key is to actively search
for opportunities to score early
achievements and to recognize and reward
those who made these accomplishments
possible. Good short-term wins have
unambiguous results, are visible to many
people and are clearly related to the change
effort.
7. Sustain acceleration.  8. Institute change
• Until major changes are embedded in an • The final stage in Kotter's model for
organization's culture (which could take up to a successful change is linking the changes to
decade), they remain vulnerable to resistance two key components of corporate culture—
and regression. It is important to use the early norms of group behavior and shared
successes as a foundation for larger challenges values.
and to revise all systems, structures and
policies that do not fit the change vision. HR
can consolidate gains by hiring, promoting and
developing employees who can implement the
transformation vision. Additionally, the change
process can be reinvigorated with new project
themes and change agents.
• Define—Align expectations
regarding the scope of the
change as well as timing and
business impact.
• Plan—Understand how the
change will impact stakeholders
and design a strategy to help
them navigate it.
• Implement—Engage with
leaders and associates to
execute the change.
• Sustain—Work with leaders and
employees to track adoption and
drive lasting change.
 Three
Planned
Change
Models
 Kurt Lewin’s three-step change model
Kurt Lewin’s model (1951) originates from Force Field Analysis (or the Force Field Model), a
means by which to understand change processes in organizations. In force field analysis,
change-related problems are characterized by an imbalance between so-called driving
forces – e.g., new personnel, changing markets, new technology – and restraining forces – e.g.,
fear of failure, not invented here syndrome, and organizational inertia.
• Lewin’s change model provides a general framework for planned change which
includes three basic steps:
• Unfreezing – or reducing forces that keep things within an organization the way
they are. Unfreezing happens through so-called "psychological disconfirmation." For
example, running an organization-wide innovation survey and evaluating the results.
• Moving – or shifting the organization’s behavior. This involves an intervention.
• Refreezing – or stabilizing the organization in a new state of equilibrium. This step is
not possible without support mechanisms. For example, building a solid corporate
innovation capability.
 Objectives of Organizational
Development
• 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
 Action Research Model
• Also known as participatory action research, action learning, action science, or
self-design model, the action research model is also prominent among
organizational change specialists. Action research activities are typically top-
down and happen in iterative cycles of research and action. Consequently, they
require considerable collaboration between staff and externals.
• Some other important features of the model include:
 Heavy emphasis on data gathering and diagnosis before action and
planning
 Used to enact change at the unit level and even the organizational level; it
is also a popular model in developing nations (applied to international
settings); used to promote social change and innovation
 Action Research Model
• 8 main steps of the action research model:
1. Problem identification – typically by an executive
2. Consultation with behavioral science expert
3. Data gathering (interviews, observation, questionnaire, performance data)
and preliminary diagnosis
4. Feedback to key client/group
5. Joint diagnosis of a problem
6. Joint action planning
7. Action (the actual "moving" from one state to another)
8. Data gathering after action (often leads to re-diagnosis and new action)
 Positive Model
• A third important model is the positive model. This model represents a notable
departure from both Lewin’s model and the specifics of action research. While
the latter are "deficit"-based (they focus on problems/scarcity), the positive
model focuses on what the organization is doing right and how existing
capabilities can be used to help the organization reach new heights.
• The positive model is also about:
• Positive expectations that create anticipation that directs behavior towards
making things happen
• Applying a process called appreciative inquiry. This process infuses a positive
value orientation into analyzing and changing organizations
• Promoting member involvement and creating a shared vision; the shared
appreciation acts as a guide of what the organization could be
 Positive Model
• 5 main steps of the positive model:
• Initiating the inquiry – i.e., the issues the organization has the most energy to
address
• Inquiring into existing best practices – here, members of the organizations
conduct interviews
• Telling "innovation stories"
• Discovering the themes (common dimension of peoples’ experiences)
• Envisioning the preferred future via possibility propositions and relevant
stakeholders and delivering ways to create the future ("the action" itself)
Darwin C Macalanda, EdD, Rpsy, CSAP
PhD in Industrial Psychology
Psy Systems and Innovations, OPC