Managing Change & Resolving Conflict

Definitions

Conflict

Perceived incompatible differences resulting in

• indifference
• interference
• opposition

May be between

• people
• interests
• priorities

Change

Result of control systems, feedback

May be change in inputs, processing or outputs

Environmental factors may cause change

Change may be needed for

• people
• organisational structure
• technology

Factors affecting conflict

Rôle play

• people's performance not always acceptable to all
• organisational roles eg, supervisor, team leader
• informal role eg, leader of the group, joker, macho male

Transactional Analysis

Parent, child, adult

We should act as adult to adult

Other relationships can cause conflict

• eg supervisor acting as parent and treating staff as children
• if staff do not respond as adults but act as children
• workers at any level who behave in non-adult relationship with others

People are sometimes happier with fixed roles

Personality types

Type A & B

Sanguine, moody etc

Myers-Briggs - INTJ etc

Belbin's Team Rôles - Coordinator etc

Inevitability & Advantages of Conflict

Is always present

Varying attitudes to it

• entirely negative and to be avoided
• inevitable and to be dealt with - can be positive
• essential and to be stimulated - as long as it is not dysfunctional

Types of Conflict

Personal

• versus individual,
• group or
• organisation

Group

• versus individual,
• group or
• organisation

Committees

Causes of Conflict

Limited resources

• allocated funds - if one department gets increase, others may suffer
• same often applies to salary increases or promotions
• may apply to time -
  • staff not getting advice or counselling they feel they need
  • supervisors not allocating sufficient to do job

Goal differences

People have different goals - Maslow

Departments may set own goals -

not same as company goals - but

"we all work for same firm" - ie, should be compatible

Personality dynamics

Getting out of bed on the wrong side - people differ from day to day

Peer group pressure is strong

Different backgrounds, training etc

Dealing with Conflict

Before it happens

1. being aware of all the factors above
2. knowing your fellow workers and establishing rapport
3. developing good communication skills
4. developing team attitudes

When it happens

• avoid the issue, separate the parties concerned
  
• confrontation -
  • get all the facts
  • let each explain her/his side
  • call witnesses
  • mediate
    • give an order for settlement
    • compromise - bit each way, give and take
    • smooth over - play down weaknesses and play up strengths, common interests
      
• goal setting
  • discuss goals as seen by each
  • relate to company goals
  • suggest common goal - may be related to Maslow
    
• Conciliation & Arbitration
  • introduce third party agreed by each
  • take to outside third party, eg courts - may be essential if conflict concerns eg
    • sexual harassment,
    • discrimination
    • union dispute

Teambuilding

• teams are not necessarily just for projects
  
• if all staff realise they are part of one or more teams, should aim for same goals
  
• team building exercises act as preventive measure for the future
  • effective communication and feedback
  • participation in
    • goal setting
    • problem solving
      
• reward system -
  • not necessarily monetary -
  • see Maslow
    
    
    

Go to Causes of Change