Conflict Management PDF

MT202 PREFINAL NOTES constructive if they lead to open dialogue and creative solutions. Prefinal Topic 1: 3. The goal of conflict...

MT202 PREFINAL NOTES constructive if they lead to open dialogue and creative solutions. Prefinal Topic 1: 3. The goal of conflict is growth and positive change. CONFLICT MANAGEMENT 4. What most people refer to when they use the word “conflict” really is what they experience when they are caught in a conflicted situation and either they have no power to improve it or someone else has forced an outcome on them with which they do not agree. This is a classic definition of unresolved conflict. HOW CONFLICT BEGINS When conflict is managed and resolved, it can be a source of growth for individuals as well as institutions. Ultimately, the success of an organization depends on how well staff members recognize, understand, and resolve conflict, hopefully within a climate and culture where conflicts are anticipated and not ignored. What is conflict: Process by which people or groups perceive that others have taken some action that have a negative effect on their interest Arousal of 2 or more incompatible motives Misconceptions: It exists when a GAP develops = expectation and bad and should be avoided reality exists team members misunderstanding one another causes conflict can be resolved to everyone’s satisfaction Constructive conflict resolution results in outcomes that may involve a compromise on both sides, and the best interests of the organization are served by addressing the conflict. Real conflict resolution takes time to work out a creative solution so that both parties are happy with the outcome. Conflict has been resolved if both parties walk away satisfied and neither one harbors the desire to even the score later. Destructive conflicts occur when people try to ignore a situation and 1. Conflict in the workplace differs from conflict in when one person forces a resolution on another our private lives in one major way power. that results in a win-lose outcome. 2. Power is not generally evenly distributed at work. The net result is that the organization is harmed. 3. Among laboratory technical staff, power People often try to ignore a brewing conflict. differentials can occur based on differences in They may have learned to keep their mouths shut formal or informal training and statewide or and keep their heads down. national credentials, as well as years and types of They may have seen a negative outcome for a experience. coworker who tried to bring a conflict to the 4. Conflict is going to exist. attention of a supervisor. 5. These major categories of conflict must be They may have tried to resolve an issue and felt identified and addressed before they build into discouraged and gave up. major disruptions to the office or laboratory Managers need to intervene to resolve environment. destructive conflict. 1. Conflict tends to be viewed as a negative event. However, it, like stress, is neither good nor bad. 2. In fact, conflict can lead to growth if it is resolved. The disagreement or different views that people bring to a given situation can be helpful and SOURCES OF CONFLICT HEALTHY AND UNHEALTHY CONFLICT Conflict triggers strong emotions and can lead to hurt feelings, disappointment, and discomfort. When handled in an unhealthy manner, it can cause irreparable rifts, resentments, and break ups. But when conflict is resolved in a healthy way, it increases our understanding of one I. Sources of conflict can be further differentiated by another, builds trust, and strengthens our relationship internal or external origins. bonds. II. There are stressful life events that occur both at CONFLICT RESOLUTION STYLES work and at home. Individuals have different tolerances for managing life stresses. III. The ability to compart- mentalize stress plays a major role in the ability to tolerate, address, or appropriately respond to situations of conflict. IV. Frequently, these types of conflict occur simultaneously. An employee may have had a fight with his teenager before work, have encountered two traffic accidents en route, and be debating whether he can afford the time and money to pursue additional college coursework. V. These issues weigh on the employee before he ever gets to the workplace. A small instance of friction with a coworker on top of the already existing external stressors can combine to create a larger problem. (give personal experiences or examples) Five common approaches for conflict resolution are forcing, accommodation, collaboration, avoidance, and com- promise 1. AVOIDANCE: tries to ignore the issues or denies that there is a problem; by not confronting the conflict, team members hope it will go away by itself.  2. ACCOMODATION: some team members may decide to give up their position in order to be agreeable; they are being cooperative but it costs the team the value of their opinions and ideas 3. CONFRONTATION (AGGRESSION): acting aggressively and trying to win is one wat to deal with conflict. However, winning can become more important that making a good decision 4. COMPROMISE: one way in which to balance the goals of each participants and the relations among the teams is for everyone to “give in” a little 5. COLLABORATION: when both sides of a conflict have important concerns, the team needs to search for solutions that satisfy everyone. This requires cooperativeness and respect for other’s WORKING WITH EACH STYLE TO RESOLVE positions CONFLICT The Teddy Bear wants to get to agreement and often goes along with the group even when he or she does not want to do so. If you manage a Teddy Bear, get her to state what she really wants and what she is willing to do, and have all parties sign an agreement to preserve the outcome. The Turtle does not like conflict. Managers need to gently REPRESENTATION OF CONFLICT RESOLUTION coach the Turtle out of his shell, point out the benefits of STYLES addressing the conflict, reassure him of his safety, and provide lots of reinforcement for him to engage in the The Teddy Bear. People who use this approach to conflict conflict resolution process. would rather accommodate your needs than debate, speak up, or ruffle any feathers with their own views. Their The Owl wants to engage and take as much time as is re- approach is “You win—I give in.” quired to resolve a conflict so that all parties are completely satisfied. In a busy work environment, that is The Turtle. People who use this approach to conflict not always possible. Managers need to encourage a would rather avoid conflict altogether. Like the turtle, they deadline, help the Owl focus on the priorities, brainstorm pull into their shells, avoiding, ignoring, stonewalling, or options, find agreement that meets the majority of the otherwise escaping the entire issue of conflict. priorities, and then move on to the next task. The Owl. People who use this approach to conflict would The Fox wants to compromise and do so quickly. Man- rather collaborate and work diligently to resolve a conflict agers can help the Fox put his cards on the table, set a no matter how long it takes. The Owl shares ideas and deadline to explore options fully, find areas of overlap, get works to bring about a win-win outcome. Those with this agreement, and then move on. Taking time to fully explore approach will not settle for anything less than total the options is a key to success with a Fox. satisfaction for all sides in the conflict. The Shark is a difficult player to manage. The Shark The Fox. People who use this approach to conflict would needs to be managed in ways that encourage her to see rather compromise. The Fox likes to engage in the good of the group, not just her own goals. Winning at meaningful discussion and move quickly to a resolution any cost is not effective for the organization. Requiring her that both parties can live with. Each party gets some of to engage in a 50% win–50% concession approach can what they need but also makes concessions by giving up cotain the Shark. Put any agreements into writing and something else. have the Shark sign off on the document. The Shark. People who use this approach to conflict force others to give in so that the Shark can win. It is a clas- sic “kill or be killed” approach, an “I win, you lose” outcome. Sharks move quickly to vanquish anyone in their way to get what they want—a win at any cost. The GGMG Model Psychologist Robert Carkhuff individuals reach the breaking point, at which point the ongoing conflict can no longer be ignored. While it may suggests a model for interpersonal result in immediate dismissal or intervention in many communication that works well when workplaces, I have been involved in conflict resolutions resolving conflicts. In most conflicts, each that involved employees who threw objects or used person wants to be right and communication extremely profane comments in open office areas skills are seldom practiced. The give-get- directed to another employee. The conflict usually has merge-go (GGMG) model allows all parties to been brewing for quite a long time before help is speak, be heard, and negotiate a mutually requested. If managers and employees were empowered. agreeable resolution and to implement it. When the entire GGMG model is KEY STEPS IN RESOLVING CONFLICT implemented, this tug-of-war pattern stops. With the GGMG model, all par- ties involved need to share information about what bothers them and what their goals are. This is the “give” and “get” portion of the model. The parties need to listen and pay attention to what each person wants. In the midst of the interaction, there is an opportunity to find overlap in their goals. This is the “merge” step. Once overlapping goals are identified, the parties take steps to reach the newly agreed- upon goals. The “go” piece is the final step that leads to conflict resolution. 7-step plan for resolving conflict 1. Identify the source of the conflict. What was the source of the conflict? Is it one major issue? Has there been simmering hostility or frustration over time between the parties? Do the parties involved want it resolved? Can it be resolved? What is the goal of each party? 2. Identify the players. What are the personalities? What is their history? Did they ever get along? Do you want to keep both people employed? Why? Do they know that? 3. Have participants state their goals. What are the areas of agreement or overlap? Have each person paraphrase the other’s points. It encourages them to listen to each other and helps avoid a focus on being “right.” Focus on what behaviors are getting in the way of effective workplace interaction. 4. Explore options. What behaviors need to change? Prefinal Topic 2: You cannot change an attitude, and it is not essential that you try. What behaviors need to change for the individuals MANAGING CHANGE to work effectively with one another? Identify common goals. What steps need to be taken to change those behaviors? Ask the individuals involved to make suggestions of what they are willing to do to improve their part of the problem. 5. Pick a solution. After exploring options, select the ideas that are workable and can be immediately implemented. Focus on behavioral steps and the desired outcome. Make sure the outcome is win-win or at least a compromise. Set a reasonable time frame for the employees to implement the solution. 6. Summarize and seek commitment. State the ideas to which all parties have agreed. Hold the individuals ac- countable. You may have all the parties sign an agreement that states what behavioral steps they have committed to implement. Provide support and re- sources Change is the process of becoming something different. for helping the individuals make the changes they agree It is the transformation of a process, culture, or people into to make. Follow up within a day to make sure the parties an alternate form. With the proper guidance and are implementing the solutions. Follow up on a regular implementation measures, the change or proposed basis with the individuals to ensure that progress changes will come with improvements that make your continues. laboratory a better place to work, enhance quality, and improve patient outcomes. 7. Be open to third-party assistance. I frequently get called in to resolve conflict in the workplace when INEVITABLE: Change is inevitable in any organization, TYPES OF CHANGE and in the health- care arena the speed with which change is occurring is tremendous. Recent healthcare reform policies require that we do more with fewer resources. MEME: Although people have a desire to change and know that change is needed, they still fear change. Therefore, you will undoubtedly encounter resistance. Resistance to change will come in various degrees and forms; to deal with this resistance, you will need to change your management approach based on the situation and individuals involved. You must develop the skills needed to encourage and guide staff toward making the changes and even eventually welcoming them. First, change may be either planned or unplanned. Planned changes are also referred to as anticipated changes and are intended and thought out. They are carefully implemented and have usually been studied and examined to ensure a successful outcome. Examples of planned changes in the laboratory are transferring laboratory locations or functions from one area to another, remodeling or renovating, installing automation, and acquiring new equipment. Planned changes often require staff training in new tests and methodologies FIGURE: There are three timing levels of change. Each one rep- resents the intensity and the circumstances in which a change is needed. An emergent change is made when a pressing or important issue dictates the need. Emergent changes are frequently unplanned, and patient safety or quality issues are often dictators of urgent changes. These changes are deemed absolutely necessary to resolve an issue. Opportunity changes often result when, just as stated, an opportunity arises. Opportunity changes can be planned or unplanned. Sometimes these changes arise from changes other areas have made, improvements in equipment, or newly acquired skill sets of individuals. Evolutionary change is change that just happens over time. It is the gradual adaptation or responsiveness to change; it can be planned but is often unplanned. Competitors are usually doing the same, and it is understood and accepted as common practice. REASONS FOR CHANGE External Reasons: The three types of change are transactional, transitional, and transformational. Each of these types of changes is respectively more complex. Transactional change is also referred to as developmental change. Transactional change occurs when an organization makes improvements to stay Internal Reasons: competitive. It is a continual process, and it should require little effort to implement this type of change. Transactional change is the most common type of change and is usually based on the improvement of an existing skill, method, performance standard, or condition. Transactional changes usually encounter little resistance because most often they are logical adjustments to current operations and strengthen what you already have. One example of transactional change is implementing additional training to improve a process already in place, e.g., training certified  phlebotomists to perform point-of-care testing so Knowledge refers to the individual’s understanding of the as to allow medical technologists and medical mission or strategy of the change. Are they laboratory technicians additional time to work on knowledgeable about the processes or procedures, and more technical or complex testing. what is their personal development? Transitional change is a more complex type of change Lastly, motivation plays a significant role. When a person in that it replaces processes or procedures with new is motivated, he or she tends to make sure that the task is concepts and procedures. accomplished on time. What motivates each person? Are your people strategically aligned, socially aligned, It is designed to increase efficiency by replacing capability aligned, or empowered to make the changes? an old process with an entirely new one. This type of change is often referred to as a project Personal Change Curve implementation. You may incorporate new products or services and establish appropriate start and end dates for the project’s timeline. An example of a transitional change is the implementation of new automation when the previous process was manual, e.g., implementation of automated cross-match when all cross-matches were previously per- formed by hand in the blood bank. The most complicated and most difficult type of change to achieve is transformational change. It is a shift in the entire business culture of the organization. This is the most complex type of change because it involves the human side of change and encounters the most resistance. Transformational change is exactly what the title states, a total transformation of the work culture, a different way of thinking, and a change in culture. It results from a change in strategy and results over a period of time. An example of a transformational change is the The following change curve is a modified version of the merger of two different hospitals or in- corporation Kubler-Ross grief curve and consists of four phases of a college or medical school into your facility to establish an academic medical center. This theory describes the process in which people grieve or react to change. While people may move more slowly or more quickly through change, complete mastery of the Factors Affecting Change change involves transition through each of the four phases, especially if the individual did not initiate the change. Denial. Employees ignore or do not respond to the information or awareness of change. It doesn’t sink in right away that the change is occurring and that it will affect them. A typical response might be, “They can’t be merging our laboratory with that reference clinical lab- oratory across town.” When in the denial stage, they are in withdrawal, tend to focus on the past, and avoid the topic as much as possible. Resistance. Here strong feelings about the change emerge, such as anger, blame, depression, anxiety, uncertainty, frustration, and self-doubt. Change is frequently resisted, just because it is change. Often change is resisted because people are fearful of the unknown. Exploration. During the exploration phase people acknowledge the change and accept that the change is There are three factors that affect a person’s reaction and necessary (4). They draw upon internal resources and ability to make a change. creativity to figure out new responsibilities and to visualize 1. skill, our future. This can be an exciting time if they take on 2. knowledge, and change as a new adventure and a new opportunity. In this 3. motivation stage they have concern about details, confusion, new Determine the success or failure of the change. ideas, and lack of focus. The skill of the individual expected to implement the Commitment. At this point people acknowledge that the change refers to the person’s job specifications, selection change is the norm, are motivated, and are capable of criteria, performance review, and training needs. achieving success. They are able to set new goals and make plans to reach new goals. Here they are cooperative, are focused, and feel confident and in Forms of Resistance to Change control. The following are different ways people resist change: (i) the negative view (“It won’t work! We already tried Reasons for Resisting Change that”), (ii) apathy and indifference (“I just work here”), (iii) pet project attitude (“Are you criticizing my plan?”), (iv) un- conscious dissension (“Whatever the boss says... but it won’t work”), (v) free translation (“We’ll implement my variation... it’s better anyway”), and ( vi) authoritarian approach (“You are not to reason why...”) Steps to Managing Change Why do some people have a tough time adapting to change? Unfortunately, people dislike things they find difficult. Becoming knowledgeable about resistance, expecting it, and planning for it from the start will allow you to effectively manage objections. Fear People often fear the unknown. Employees may simply resist change because it is unfamiliar. They fear that the new way will not work, they may not be able to handle the new conditions competently, and they will not do well following the modified process In today’s constantly changing environment, it is generally recognized that change is persistent. Effective strategic Lack of Trust leaders understand that change in the strategic When employees doubt their leaders and question their environment is a continuous process. motives, they tend to resist change Applying this theory, one must assume that the situation Comfort can almost always be improved. To ensure that change is People are creatures of habit and do not like a change in successful and continual, the following steps should be routine. Many employees feel connected to the old way or followed in any change management scenario. have a personal preference and a certain way of doing things Prepare Prepare for the change by communicating effectively. Perception of Need Establish and maintain open lines of communication by Some employees feel that the old/current way is good or holding regular meetings and becoming as transparent as is working fine. They may not understand the need for possible. Make staff aware of the current state, and justify change or see any benefits of the change. the importance of the proposed change. Persuade them to be on board with the changes. Staff is more likely to be Lack of Knowledge/Competence receptive when they are informed of the purpose of the Employees may be concerned that they do not have the change. Knowing the expected positives and negatives skills or knowledge to implement the changes. They may associated with the change can help them cope and over- doubt their ability to handle the change and may feel they come their resistance. Motivate the staff to become may lose something they once had. They may have to excited about the change, and convince them to buy into start over, do not like the idea of being retrained, and feel the project. Design and develop a plan of action and less competent than they did with the previous way create a sense of urgency. Utilize global thinking and envision strategic partnering, prepare for the unexpected, Poor Communication make a list of tasks, and set realistic and acceptable Employees may feel that they were not informed or milestones. consulted about the change. They may feel as though their opinion doesn’t matter or that their opinions are Implement insignificant Execute and coordinate the change by delegating tasks and assigning completion dates. Hold individuals ac- Exhaustion/Saturation countable for accomplishing the assigned tasks within the Employees may resist change because they are over- agreed-upon time frames. Ensure that each phase of the whelmed by continuous change implementation occurs in the appropriate order to ensure success of the next phase. Make the vision a reality. Monitor Develop a feedback process, establish key metrics, and review the process. Circle back and follow up on the status of each assignment. Are there delays? Can the delays be overcome to meet the expected completion dates? Sustain Reinforce the change. Ensure that systems do not revert back to the way they were prior to the change. Recognize people for making the change happen and express your appreciation by word or deed. Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear. Include the change ideals and values when hiring and training new staff. Publicly recognize key members of your original change coalition, and make sure the rest of the staff new and old appreciate the contributions made by the originators. Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten. Reevaluate It is imperative to any strategy a company wants to Perform an assessment of the process, and review and develop that they conduct the PESTLE analysis as it analyze to see if further changes are necessary. Can the forms a much more comprehensive version of the SWOT new process be improved? Brainstorm for new ideas and analysis. ask questions. It gives a bird’s eye view of the whole environment from many different angles that one wants to check and keep Prefinal Topic 3: a track of while contemplating on a certain idea/plan. ORGANIZATIONAL STRATEGIES Some types of analysis expanded the framework with factors such as Demographics, Intercultural, Ethical and Ecological resulting in variants such as STEEPLED, DESTEP and SLEPIT. I. POLITICAL Determine the extent to which a government may influence a certain industry POLITICAL: ex. a government may impose a new tax to which entire revenue generating structures of organizations might change. II. ECONOMIC Determinants of an economy’s performance that directly impacts a company ECONOMIC: ex. a rise in the inflation rate of any economy would affect the way companies’ price their products and services. It would affect the purchasing power of a consumer and change demand/supply models for that economy. Organizational analysis is a diagnostic business process that can help organizations understand their performance, III. SOCIAL look for problem areas, identify opportunities and develop Represents the demographic characteristics, a plan of action. It is a review of the basic components of norms, customs and values of the population an organization. SOCIAL: ex. Includes population growth rate, age Organizational analysis is the process of appraising the distribution, income distribution, career attitudes, growth, personnel, operations, and work environment of safety emphasis, health consciousness, lifestyle an entity. Undertaking an organizational analysis is attitudes and cultural barriers important for beneficial as it enables management to identify areas of marketers when targeting certain customers weakness, and then find approaches for eliminating the problems. IV. TECHNOLOGIAL innovations in technology that may affect the operations of the industry TECHNOLOGY: ex. Automation These factors may influence decisions to enter or not enter certain industries, to launch or not launch certain products or to outsource production activities V. ENVIRONMENT Surrounding environment ENVIRONMENTAL: ex. certain industries particularly for example tourism, farming, agriculture, climate, weather, geographical location, global changes in climate VI. LEGAL laws in a certain place/country & policies that companies maintain for themselves LEGAL: laws that affect the business environment in a certain country & policies that companies maintain for themselves, external and internal sides; may overlap with political side SWOT Analysis is a tool used for strategic planning and strategic management in organizations. An organization exists in two environments, one being in itself and the other being outside. SWOT Analysis has two dimensions: Internal and external. Internal dimension includes organizational factors, also strengths and weaknesses, external dimension includes environmental factors, also opportunities and threats. Organizational Strengths: characteristics that give advantage over other industries Strength is the characteristic that adds value to something and makes it more special than others. Strength means that something is more advantageous when compared to something else. It is a positive, favourable and creative characteristic. Organizational Weakness: characteristics that give disadvantage relative to others Weakness refers to not having the form and competency necessary for something. A weakness is a limitation or deficiency in resource, skills, and capabilities that seriously impedes an organization’s effective performance. It is a characteristic that is negative and unfavourable. Possible Organizational Strengths and Weaknesses include: brand names, costs, customer loyalty, location, physical equipment/facilities, inventory management, product/service quality, leadership sources of possible Environmental Opportunities and Threats: PESTLE Environmental Opportunities: external elements that benefit the organization Opportunity is an advantage and the driving force for an activity to take place. It is the convenient time or situation that the environment presents to the organization to achieve its goals. It allows an organization to take advantage of organizational strengths, overcome organizational weaknesses or neutralize environmental threats. For this reason, it has a positive and favourable characteristic. Environmental Threats: The tool was created by Harvard Business School external elements that could cause trouble for the professor Michael Porter, to analyze an industry's organization attractiveness and likely profitability. Since its publication Threat is a situation or condition that jeopardizes in 1979, it has become one of the most popular and highly the actualization of an activity. regarded business strategy tools. A threat is the element that makes it difficult or impossible to reach the organizational goals. Porter recognized that organizations likely keep a close Threats are the situations that come out as a watch on their rivals, but he encouraged them to look result of the changes in the distant or the beyond the actions of their competitors and examine what immediate environment that would prevent the other factors could impact the business environment. organization from maintaining its existence or lose its superiority in competition, and that are not COMPETITIVE RIVALRY: favourable for the organization. THREAT OF NEW ENTRY: If it takes little money and effort to enter your market and compete effectively, or if you have little protection for your key technologies, then rivals can quickly enter your market and weaken your position. If you have strong and durable barriers to entry, then you can preserve a favorable position and take fair advantage of it. BARGAINING POWER OF CUSTOMERS/BUYER POWER: When the number of consumers of a particular product or service is low, they have much more power to affect pricing and quality. When consumers buy products in low quantities, the bargaining power is low. SUPPLIER POWER: When there are a lot of suppliers, buyers can easily switch to competition because no supplier can, actually, influence the prices and exercise control in the industry. On the contrary, when the number of suppliers is relatively small, they can push the prices up and be powerful. THREAT OF SUBSTITUTION: This refers to the likelihood of your customers finding a different way of doing what you do. A substitution that is easy and cheap to make can weaken your position and threaten your profitability.