Competency 317.2.4 – Conflict and Change Management

Published by admin on

Cognitive conflict
Issue-based differences in perspectives or judgments
Affective conflict
Emotional disagreement directed toward other people
Devil’s advocate
A person who has the job of criticizing ideas to ensure that their downsides are fully explored
A structured debate comparing two conflicting courses of action
A reaction to conflict that involves ignoring the problem by doing nothing at all or deemphasizing the disagreement
A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests
A style of dealing with conflict involving moderate attention to both parties’ concerns
A style of dealing with conflict involving strong focus on one’s own goals and little or no concern for the other person’s goals
A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties’ satisfaction
The Hackman and Oldham Model of Job Enrichment
1. They believe they are doing something meaningful
2. They feel personally responsible for the work
3. They learn how well they perform their jobs

Five Core Job Dimensions
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback

Boundaryless organization
Organization in which there are no barriers to information flow; ideas, information, decisions, and actions move to where they are most need and information is freely accessible so the organization as a whole functions better than as separate parts
Prosci 3-Phase Change Management Process
Phase 1 – Preparing for Change
1. Define your change management strategy
2. Prepare your change management team
3. Develop your sponsorship model

Phase 2 – Managing Change
1. Develop change management plans
2. Take action and implement plans

Phase 3 – Reinforcing Change
1. Collect and analyze feedback
2. Diagnose gaps and manage resistance
3. Implement corrective actions and celebrate successes

Realizing that current practices are inappropriate and that new behavior is necessary
Performance gap
The difference between actual performance and desired performance
Instituting the change
Force-field analysis
An approach to implementing the unfreezing/moving/refreezing model by identifying the forces that prevent people changing and those that will drive people to change
Strengthening the new behaviors that support the change
Education and Communication
Education – communicating the nature of change and its logic; includes discussions, presentations, and reports

Communication – feedback and listening

Participation and Involvement
Participation – people affected by the change participate in the process; use the advice of people

Involvement – people involved in decisions understand them more fully and are more committed

Facilitation and Support
Facilitation – provides the training and resources people need to carry out the change

Support – listening and being understanding if performance drops or the change is not perfected

Negotiation and Rewards
Negotiation – offering concrete incentives for cooperation for the change

Rewards – bonuses, wages, and salaries, recognition, and perks

Manipulation and Cooptation
Manipulation – subtle, covert tactics to implement change

Cooptation – giving a resisting individual a desirable role in the change process

Explicit and Implicit Coercion
Applying punishment or the threat of punishment to those who resist change
Essential Activities of Leading Change
1. Establishing a sense of urgency
2. Creating the guiding coalition
3. Developing a vision and strategy
4. Communicating the change vision
5. Empowering broad-based action
6. Generating short-term wins
7. Consolidating gains and producing more change
8. Anchoring new approaches in the culture
Categories: Change Management