| Topic : Leading Organizational Change |
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Activity:
Question posted: 06 15 2009 05:48:01 +0000,
6 answers, 547 views, last activity
07 06 2010 20:18:08 +0000
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There are always debates on what change management is and how it can be done. I was listening to an "Ideacast" from HBR where there is a talk on the importance of Conflict Management in Change Management. This was an interesting aspect as most of us harp on change, change, change but never talk much about conflict during the change and how to manage it (at least most of the people I have interacted with). The link to this short audio is here: Managing Conflict .
I have multiple questions:
- What are your opinion/idea/thoughts on this?
- Which one should be first or should this be done together?
- How should this be addressed?
- How has this worked in your organization?
- What are your "lessons learnt"?
Hi Vijay
We know fin todays business world, the cahnge will happen for better development of the company in terms of growth, process, cost savings, synergy between operations, quest for keep improving.
Then were does the conflict comes into picture. This is are my personal thougths what is behind conflict from personal side....
• Prejudice/bias
• Nastiness/stubbornness
• Sensitivity/hurt
• Differences in perceptions/values
• Differences over facts
• Differences over goals/priorities
• Differences over methods
• Competition for resources
• Competition for power
• Simple misunderstanding (poor communication)
• Unfulfilled expectations
Both can go hand in hand, but it also advisable to answer all the concern related to the conflict so that the change mangement becomes sucessfully.
1. What are the changes affecting the organization/department/busienss unit/customer/employees?
2.How is the organization/people responsing to these changes?
3.How will you mange the people affected by the change mangement process?
there is unvariably reluctance to change. This poses a big problem to change executors. The only remedy,therefore, is whenever a company has to bring change in its policies it needs to involve the active persons who have to act/received this change. Make the change more lucurative captivating their involment.
The employee does not have a responsibility to manage change - the employee's responsibility is no other than to do their best, which is different for every person and depends on a wide variety of factors (health, maturity, stability, experience, personality, motivation, etc). Responsibility for managing change is with management and executives of the organisation - they must manage the change in a way that employees can cope with it. The manager has a responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint (to 'step back', and be non-judgemental), and then to help people understand reasons, aims, and ways of responding positively according to employees' own situations and capabilities. Increasingly the manager's role is to interpret, communicate and enable - not to instruct and impose, which nobody really responds to well.Be wary of expressions like 'mindset change', and 'changing people's mindsets' or 'changing attitudes', because this language often indicates a tendency towards imposed or enforced change.Change such as new structures, policies, targets, acquisitions, disposals, re-locations, etc., all create new systems and environments, which need to be explained to people as early as possible, so that people's involvement in validating and refining the changes themselves can be obtained. Whenever an organization imposes new things on people there will be difficulties. Participation, involvement and open, early, full communication are the important factors. Staff surveys are a helpful way to repair damage and mistrust among staff - provided you allow allow people to complete them anonymously, and provided you publish and act on the findings. Management training, empathy and facilitative capability are priority areas - managers are crucial to the change process - they must enable and facilitate, not merely convey and implement policy from above, which does not work. You cannot impose change - people and teams need to be empowered to find their own solutions and responses, with facilitation and support from managers, and tolerance and compassion from the leaders and executives. Management and leadership style and behaviour are more important than clever process and policy. Employees need to be able to trust the organization. The leader must agree and work with these ideas, or change is likely to be very painful, and the best people will be lost in the process.
Change and Conflict management are different but related to each other.if Change is the Father then conflict is the son.
Every organization nowadays is an open system and is suseptible to changes in environment, its demands,requirements.Be it a manufacturing unit or a govt department. Change is imminent and all pervading in a dynamic organization.
Managing the change is neutralizing the opposing forces in the three steps.
Unfreeze the intertia of the system through education of users,stake holders,employees,take steps to forward the change and freeze in the new position.
In this process the Conflicts come.
It may be from the employees for the fears unknown results of the change.
Intertia of the workers to adjust to the new system.
It may also be due to lethargy of the employess to undergo training to to operate the new sysstem.
Management of all these conflicts through customer education,training of the employees is Conflict Management.
Change management and conflict management go hand in hand since conflicts are the side reactions of the change.Without mitigating the conflicts the change is not possible.
Unfreeze the intertia of the system to start the change management forth with, through education of stake holders,consumers,employees,take steps to forward the change and freeze in the new position
- How has this worked in your organization?
The practical example of the change management took place in my organization.
New management software was Introduced.(Change).
Persons already acclamatized to the older versions of the softwares created Conflict.
Training in the soft ware was imparted to the employees to Unfreeze their inertia.(first step in change emanagement).
The employees were Councelled about the merits of soft ware.( Conflict management).
Fianally new soft ware was implemented.(the last step of change management).
This worked well.
A systamatic approach is must for Change and Conflict management.Change should be managed by experts.
Change with conflict is no change at all! With every step you take forward, you take two steps back if you're conflicted. Maybe conflict is at the mind-level, where you are in 2 minds and then the intellect takes over in deciding on one step forward.
This is a big challenge for organizations....
One cannot completely escape from the past, not live permanently in it. Thus, the need for getting rid of yesterday and developing the capacity for self-renewal is the basic requirement of a Change. Since coping with change demands a commitment to diminish dependence on past practices, conditions that contradict the realities of the present and the problems of the future - one should focuses on the conditions, values and strategies by which people can become responsive to Change. With change their will be conflict, so its better if Conflict Management runs parallel with Change Management. Organizations should diagnose their own Conflict Management Styles & deal with Conflict in productive and manageable ways rather than running this into two separate entities........
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