MHR Conflict and
Change Management
Dr. Roy Philip
Conflict Defined
o “disagreement
through which the parties involved perceive a
threat to their needs, interests or concerns.”
Conflict Defined
o “disagreement
through which the parties involved perceive a
threat to their needs, interests or concerns.”
Conflict Defined
o “disagreement
through which the parties involved perceive a
threat to their needs, interests or concerns.”
Conflict Defined
o “disagreement
through which the parties involved perceive a
threat to their needs, interests or concerns.”
Conflict Defined
o “disagreement
through which the parties involved perceive a
threat to their needs, interests or concerns.”
Workplace Conflict Defined
o “a
condition between or among workers whose jobs are
interdependent, who feel angry, who perceive the other(s) as
being at fault, and who act in ways that cause a business
problem.”
o Decidedness,
Disagreement, and Distress
Conflict Perceptions
o Culture,
o Gender
race, and ethnicity
and sexuality
o Knowledge
(general and situational)
o Impressions
of the Messenger
o Previous
experiences
Workplace Conflict Structure
Interdependency
Number of interested parties
Constituent representation
Negotiator authority
Critical urgency
Communication channels
McGraw-Hill/Irwin
©2006 The McGraw-Hill Companies, Inc. All rights reserved.
Group-Based Interventions – 8 Principles
1.
If the group is to be used as a medium for change, those people
who are to be changed and those who are to exert influence for
change must have a strong sense of belonging to the same group.
2.
The more attractive a group is to its members the greater the
influence it will exert over its members.
3.
A group has most influence over those matters that attract
members to it.
4.
The greater the prestige of the group member in the eyes of the
other group members, the greater the influence that member can
exert.
5.
Efforts to change individual members or sub-parts of a group
which, if successful, would have the effect of making them deviate
from the norms of the group will encounter strong resistance.
Group-Based Interventions – 8 Principles
6.
It is possible to create strong pressure for change in a group by
establishing a shared perception of the need for change, thus
making the source of pressure for change lie within the group.
7.
Information relating to the need for change and the consequences
of change (or no change) must be shared by all relevant members
of the group.
8.
Changes in one part of the group (or system) produce strain in
other parts of the system that can be reduced only be eliminating
the initial change or by bringing about readjustments in the
related parts of the system.
Interventions based on Focal Issues
o
Human process issues
o
Techno-structural issues
o
Strategic issues
o
Human Resource issues
Interventions based on Focal Issues
Human processes
Technology
Strategy
(task methods & job design)
and structures
Human resources
Interventions based on Focal Issues
• How to communicate
• How to solve problems
• How to make decisions
• How to interact
• How to lead
Human processes
Technology
Strategy
(task methods & job design)
and structures
Human resources
Interventions based on Focal Issues
Human processes
Technology
Strategy
(task methods & job design)
and structures
Human resources
•How to divide labour
• How to co-ordinate departments
• How to produce products and
services
• How to design work
Interventions based on Focal Issues
• Which products, services, markets.
• How to gain competitive advantage.
• How to relate to the environment.
• What values to guide organizational
functioning
Human processes
Technology
Strategy
(task methods & job design)
and structures
Human resources
Interventions based on Focal Issues
Human processes
Technology
Strategy
(task methods & job design)
and structures
Human resources
• How to attract competent people
• How to set goals and reward people
•How to plan and develop careers
Diagnosed Issues
Diagnosed issue
HUMAN
PROCESS
TECHNO-STRUCTURAL
HUMAN
RESOURCE
STRATEGIC
Level of Change Target
TRANS-ORGANIZATION
ORGANISATION
Level
INTER-GROUP
GROUP
INDIVIDUAL
Diagnosed issue
Depth of Intervention
Human process
Technostructural
Human
resource
strategic
TRANS-ORGANIZATION
ORGANISATION
Level
INTER-GROUP
GROUP
DEEP
INDIVIDUAL
Diagnosed issue
Depth
SHALLOW
Mediation Techniques
McGraw-Hill/Irwin
Managerial
Team
Self-Help
Preventive
©2006 The McGraw-Hill Companies, Inc. All rights reserved.
Conflict Costs
Wasted Time
Bad Decisions
McGraw-Hill/Irwin
Sabotage, Theft,
Damage
Lowered Job
Motivation
Lost Work Time
Lost Employees
Health Costs
Unnecessary
Restructuring
©2006 The McGraw-Hill Companies, Inc. All rights reserved.
Conflict Risks
Workplace Violence
Unionization, Labor Strikes
Malicious Whistleblowing
Vandalism
Retaliatory Lawsuits
McGraw-Hill/Irwin
©2006 The McGraw-Hill Companies, Inc. All rights reserved.
Conflict Resolution
POWER
(Win-Lose)
RIGHTS
(Lose-Lose)
McGraw-Hill/Irwin
INTERESTS
(Win-Win)
©2006 The McGraw-Hill Companies, Inc. All rights reserved.
Behavior Types
Type A
• Avoiding personal
contact
• Writing memos
instead of talking
• Withholding needed
information
• Not returning
messages
• Delaying giving
required support
Type B
Type C
• Getting others to
• Sweating palms
take sides
• Nervous gestures
• Shouting
PASSIVE • Closed body
UNINTENTIONAL
AGGRESSIVE
• Pre-empting
posture
• Threatening
STRATEGIC
NON-STRATEGIC
• Tense facial
• Undermining the
FLIGHT
expression
FIGHT
opponent’s FRIGHT
• Crying
reputation
Conflict Resolution Characteristics
o Dialogue
is essential
o Dialogue
must be protected
o Dialogue
must be given time
o Dialogue
must be facilitated by someone who performs the
‘primary tasks’ of the mediator
Conflict Resolution Hindrances
o Distancing
(Walk-Aways or FLIGHT)
o Coercion
(Power Plays or FIGHT)
o FRAME
vs. FACTS
Perception
vs.
Reality
Ensure
Ensure
our safety
our safety
by
avoiding
by defeating
contact
our
with
adversaries
our adversaries
CrossFit VTG Fall 2013
Advertising-Graphic Design Project
CrossFit VTG Billboard Ad
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CrossFit VTG Billboard Ad
Steps in Managerial Mediation
o Decide
to mediate
o Does
the tool fit the problem? (Purpose of Managerial Mediation)
o Who defines the problem? (What vs. How)
o When should managerial mediation not be used?
Violation of legal/ethical requirements
o Substandard individual job performance
o Personal problems
o
Steps in Managerial Mediation
o Decide
o Hold
o To
to mediate
preliminary meetings
hear each person’s side of the story
o To define the business problem to be solved
o To explain key information about the three-way meeting
o To secure their agreement to attend
Steps in Managerial Mediation
o Decide
to mediate
o Hold
preliminary meetings
o Plan
the context
o Location
o Seating
and physical surroundings
o Time and day of week
o Who is present?
o Length of time
Steps in Managerial Mediation
o Decide
to mediate
o Hold
preliminary meetings
o Plan
the context
o Hold
a three-way meeting
o Departures
from the essential process
o Conciliatory gestures
o Breakthrough (Deal)
o
Balanced, Behaviorally-Specific, and Written
o Follow-up
Steps in Managerial Mediation
o Decide
to mediate
o Hold
preliminary meetings
o Plan
the context
o Hold
a three-way meeting
o Follow-up
Steps in Self-Mediation
o Find
a time to talk
o The Approach
o The
Issue Statement
o The Request
o The Sale
o The Cardinal Rules (No walk ways and No Power-plays)
o The Time and Place
Steps in Self-Mediation
o Find
a time to talk
o Plan
the context
o Talk
it out
Express appreciation
o Express optimism
o Cardinal rules
o State the issue
o The invitation
o Negotiation – the process by which we get other people to
give us things we need while also trying to maintain good relations
so we can get more things from them in the future.
o
Steps in Self-Mediation
o Find
a time to talk
o Plan
the context
o Talk
it out
o Make
a deal
o Win-Lose
o Lose-Lose
o Win-Win
Steps in Team Mediation
o Define
the issue
o Define
the parties
o Get
the parties to the table
o Help
the parties define their interests
o Differentiation
vs. Integration
o Personalization (Immanuel Nashville)
o Withdrawal
o Scapegoating
Steps in Team Mediation
o Define
the issue
o Define
the parties
o Get
the parties to the table
o Help
the parties define their interests
o Brainstorm
o Silent
options
generation of ideas
o Round Robin reporting
o Group clarification
o Voting and ranking
Steps in Team Mediation
o Define
the issue
o Define
the parties
o Get
the parties to the table
o Help
the parties define their interests
o Brainstorm
o Test
options against interests and modify as necessary
o Finalize
o Ask
options
an action plan
for commitment
Conflict Issues
o Substantive
o Emotional
(Issues involving objective self-interests)
(Issues with underlying psychological needs)
o Pseudo-substantive (Issues
where emotional issues are
disguised as substantive issues)
Conflict Responses
EMOTIONAL
Feelings we experience in conflict
COGNITIVE
Ideas and thoughts about a conflict
PHYSICAL
Bodily reactions to conflict
Heightened
“I wonder
am too upset
and
talkbodily
about
“I
if stress
she to
realizes
what
tension…heart
this”
damage she
hasattacks??
done?”
Preventive Mediation
o “A way
of conducting ourselves with important others that
prevents conflicts from becoming so serious that we must stop
doing our work to have a dialogue to resolve the conflict that’s
causing the business problem.”
o Being
Straightforward
Conflict Myths
o Mediation
is solely a professional practice
o Mediation
must be performed by a third party
o Mediation
is a problem-solving process
o Mediation
must occur at a particular time and place
Steps in Preventive Mediation
o Don’t
walk away
o Don’t
power-play (Assertiveness vs. Aggressiveness)
o Take
risks
o Don’t
exploit others’ risks
Thinking Tools in Preventive Mediation
o “Intentional reframes
of one’s perceptions, assumptions, and
attributions that enable us to act strategically during conflict,
rather than acting reflexively and defensively.”
o Feelings
as data (Being Professional)
o Owning
my own experience (Ask Why?)
Conflict Reiterated
o More
than a mere disagreement
o Participants
respond on the basis of their perceptions to the situation
o Conflicts
contain substantial, procedural, and psychological
dimensions
o Conflicts
o Creative
are predictable and to be expected
problem-solving strategies are essential
Conflict Styles
Competing
Collaborating
Conflict
Styles
Compromising
Avoiding
Accommodating
Conflict Styles
Competing
Collaborating
Assertive
Compromising
ASSERTIVENESS
Accommodating
Avoiding
Unassertive
Uncooperative
Cooperative
COOPERATIVENESS
Conflict Styles
Competing (Win-Lose)
Collaborating
Assertive
Compromising
ASSERTIVENESS
Accommodating
Avoiding
Unassertive
Uncooperative
Cooperative
COOPERATIVENESS
Conflict Styles
Competing (Win-Lose)
Collaborating
Assertive
Compromising
ASSERTIVENESS
Accommodating (Lose-Win)
Avoiding
Unassertive
Uncooperative
Cooperative
COOPERATIVENESS
Conflict Styles
Competing (Win-Lose)
Collaborating
Assertive
Compromising
ASSERTIVENESS
Avoiding (Lose-Lose) Accommodating (Lose-Win)
Unassertive
Uncooperative
Cooperative
COOPERATIVENESS
Conflict Styles
Competing (Win-Lose)
Collaborating
Assertive
Compromising (Lose/Win-Lose/Win)
ASSERTIVENESS
Avoiding (Lose-Lose) Accommodating (Lose-Win)
Unassertive
Uncooperative
Cooperative
COOPERATIVENESS
Conflict Styles
Competing (Win-Lose) Collaborating (Win-Win)
Assertive
Compromising (Lose/Win-Lose/Win)
ASSERTIVENESS
Avoiding (Lose-Lose) Accommodating (Lose-Win)
Unassertive
Uncooperative
Cooperative
COOPERATIVENESS