Leadstar Theological College

CHANGE MANAGEMENT
AND CONFLICT RESOLUTION
COURSE

Tutorial class
Dambi Dollo Center

Oromia, Ethiopia
Mosisa Dachasa (Ass.professor)

11/16/2024
 Change Management
2

 Change is an alteration of organizational;

 Strategy/ plan, policy , approach, tactic,

 Culture/value, principles, beliefs

 Structure and

 Identity/norms,

Knowledge society is a society those exposed to

information, Technology
Mark of a good manager is having the competence/ability to
manage change within the organization and change within the
organization’s environment.

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 Three frequent mistakes in managements and
organizations are:
3

 1. Management and organization are too self-satisfied

Your greatest enemy is your satisfaction) if you satisfied with
where you are u will not change .your greatest friend is your
discomfort).
2. Management and organization do not master the process of
change
3. Management and organization underestimate the
significance of vision

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Three pillars in organizational change
4

Organizational Structure
Authority Relations Coordinating mechanisms

Technology
Work Process Information and communication

People
Human capacity Human behavior

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 Reasons for Change
5

External Internal
Factors Factors

Factors
of
Change

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 External Forces for Change
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Technology Government Economics

• Globalization • Regulation • Up and down

• Access • Deregulation effect
• Global
impact

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 Internal Forces for Change
7

Strategy Work force

Internal Employee
structure turnover

Operational Capacity
Methodology building

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Core factors of every change
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1. The People – they form the

organization

2. The Culture – way of working,

attitude and norms

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 Phases of Planned Change
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Action phase
Planning phase Changes are monitored and evaluated
Adjustment and refinement are made
Clarify goal and objective where necessary
Identify support required. Result are communicated and acted
Agree change with stakeholders upon
Diagnosis of problem

Integration phase
Changes supported and
Exploration phase reinforced
Explore and decide need for change Ongoing monitoring and
Identify required change and
resource
Phases Evaluation
Continuous development
of through training, education

Planned
change

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 Change Formula
10

This is a mathematical representation of the change process.

 The formula for change in conceptualized as; D x V x F > R
 D, dissatisfaction, V, vision, F, first steps.
 R, Resistance to change

 In order to over come resistance to change all three have to be there.

The
desirability
of the
proposed
Dissatisfa change The
ction with practicalit
the status y of
quo Change
The cost of
Change must
be out
weighed by;

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 Change will be resisted if;
11

• are not dissatisfied and if

People the cost is too high
• are not seen as improvement and
Changes if change can not be done in a
feasible way

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 Initiating Change
12

 Before starting organizational change, the

question of strategic change has to answered;
1. What do we want to achieve with this change
2. Why do we change
3. How will we know if that change is achieved
4. Who is affected by this change
5. How will they react to it
6. How much of these change can we achieve
7. What part the change do we need help with

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 Responsibility of Managing Change
13

 Responsibility of managing change lies with

management and executives of the organization and not
employees.
 The employee does not have a responsibility to manage
change other than to do their best.
 The manager has the responsibility to facilitate and
enable change by understanding the situation from an
objective point of view.
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Responsibility of Managing Change –
managers role
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1.Interpret/understand

2.Communicate

3.Enable /Facilitate
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 Change Management Process
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Change management process is the sequence of steps or

activities that a change management team or leader would
follow to apply a change management .

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 Change Management Process
Three phases
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Phase one
Preparing for Change Assessment and strategy development

Phase two
Detailed planning and change
Managing Change
implementation

Phase three
Data gathering, corrective action and
Reinforcing change
recognition

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 Dealing with Change
17

 When dealing with change habits are counter

productive. Change is seen as a negative thing that
creates instability and insecurity
 Normal change process evolves through a number of
mental phases

 Problems that you will expected dealing with change

management (expected duties/work/challenge/ you
should have do on it)

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 Dealing with Change
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1. Denial – fighting to keep/protect/ the status

quo

2. Frustration and Anger – insecure

and lack of awareness

3. Negotiation and bargaining –

saving what we can

4. Depression – when realizing non of the

old is going to be included in the new

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 Dealing with Change
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5. Acceptance – start to mentally prepare for

change

6. Experimentation – Finding new ways and

gradually remove old barriers

7. Discovery and Delight – Realizing that

change will improve our life and future

8. Integration and implementation

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 20

Conflict
Resolution
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 Definitions
21

 Conflict can be defined (Thomas K.A.) as the “process that

begins when one party perceives that another party has
negatively affected something that the first party cares
about.”
 Conflict must be perceived by either of the parties.
 Stiff opposition due to incompatibility of organizational goals .
 caused due to difference about interpretation of facts or
issues involved.
 conflict defines “ as a disagreement between two or more
individuals or groups, with each individual or group trying to
gain acceptance of its views or objective over others.

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 The Nature of Conflict
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Traditional • Negative view of conflict

View • Violent, irrational, harmful and avoidable

• Conflict is inevitable thus should be

Human accepted
• Conflict may even benefit group
Relations View performance

• Conflict is a positive force and absolutely

Inter-actionist necessary for a group to perform effectively
• Harmonious groups become static,
View apathetic and non –responsive to change

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 Functional and Dysfunctional Conflict

 Conflict that supports the individual and group goals, which leads
to higher performance is called functional conflict while the
conflicts that hinders individual or group performance is called
dysfunctional conflict.
 The latter generally takes destructive form.
 If the conflict contributes towards higher performance then the
conflict should be called functional or otherwise dysfunctional.
 Conflict can be broadly classified in three types i.e.
 task oriented conflict, relates to the group goals or objectives to be achieved
 behavioral conflict and relates to individual’s value system,
approach, attitude, ego state, skill and norms
 structural conflict or process conflict. related with various
processes, procedures and instructions.
 Functional Conflict

1. Conflict develops cohesiveness within the group members.

2. Conflict leads to innovation and creativity

3. Conflict provides challenging work environment and enhances

opportunities for self-development of group that leads to formation of
group norms.

4. Enhance work culture leads to up gradation of various systems

within the organization and therefore growth is achieved
 Dysfunctional Conflict
 Dysfunctional nature of conflict can be identified in the
following circumstances:
 1. When conflict does not lead to solution.

 2. When basic goals of the organization are neglected.

 3. People should be treated with due respect.

 4. Conflict may lead to absenteeism and subsequently to

increased turn over if not controlled in time.
 5. Disagreement with management may be considered as
disloyalty.
 Cause of Conflict in Organizations

 Communicational Aspect: Communication is an important process in the

organization.
 Poor communication, passing of incomplete information to a department may
cause conflict.
Some of the reasons for poor communication are as under:
 (a) Inadequate communication: where too much or too little information is
passed from one department to the other.
 (b) Filtration effect: where end receiver receives very scant information
having little or no value.
 (c) When information is not received on time: it must be noted that delayed
information has no value as the decision might have already been taken
without the information.
 (d) Barriers of culture, language.
 (e) Inadequate training of sender and receiver.
 (f) Noise problems.
 Nature of Conflict in an Organization

 While interacting with each other on individual, team or group

levels, there may be occasions when conflict occurs due to
perceptual differences.
 The conflict may be intra-personal, inter-personal, intra-group,
inter-group or intra-organizational in nature.
These are discussed below.
1. Intra-personal Conflict
 Intra personal conflict is also called the conflict within the
individual. This type of conflict can be of two types:
(a) Value conflict
(b) Decision Making
2.Inter-personal Conflict

 Inter-personal conflict relates to conflict between two or more

individuals and is probably the most common and recognized form

of conflict.

 Interpersonal conflict is caused due to disagreement over goals and

objectives of the organization.

 These are heightened due to difference of opinion of individuals and

when issues are not based on facts

 Intra-Group Conflict

 Intra-group conflict relates to values, status and roles played by an

individual in the group and the group norms.

 Individual may want to remain in the group for social needs but

may disagree with the methods and procedures followed by the

group.

 Intra-group conflict is like Inter-personal conflict except that the

people involved in the conflict episode belong to a common group.

 Inter-Group Conflict

 Conflicts between different groups, sections and departments are

called inter-group conflict.
 For example, conflict between production and sales departments
over the quality being produced and the customer requirements.
Inter-group conflict causes due to factors inherent to the
organizational structure like independence, inconsistency in
various policy matter, variance on promotion criteria, reward
system and different standards being adopted for different sub-
units and departments.
 Inter-Organizational Conflict

 Inter-organizational conflict takes place between two independent

organizations.
 Conflict can take place between government organization, unions and
the operating industry
Intra-Organizational Conflicts
 Intra organizational conflict encompasses horizontal, vertical, line–staff
and role based conflicts.
 Let us briefly study these situations
Horizontal Conflict
 Horizontal Conflict is caused due to incompatibility of goals, sharing
limited resources and difference in time orientation.
 It leads to tension, misunderstanding and frustration on the part of both
the parties.
 Horizontal conflict relates to employees or group at the same level.
 Vertical Conflict

 Vertical conflict refers to conflicts that might take place between

different levels of hierarchy.
 Conflicts between subordinates and superior occur due to
incompatibility.
 It is generally caused because of differences in perception, value
system, goals that may be assigned, cognition and difference in
individual behavior. Conflict is also caused due to inappropriate
communication between individuals at two different levels.
 Line and Staff Conflict
 Line authority creates product and services and contributes
directly towards the revenue generation, while staff authority
assists line authority and acts in advisory capacity. Staff and line
authority have a different predispositions and goals.
 Conflict Process

These are latent conflict, perceived conflict, felt conflict manifest conflict,
conflict resolution and conflict aftermath.

 Latent Conflict: It is a first stage of conflict when conflict-promoting situations

appear on the scene between individuals and groups.

 At this stage, the seed of dissatisfaction has been sown.

 Perceived Conflict: When one party frustrates the design of the other party,

people perceive that a conflictual condition exists.

 For example sales manager may need additional budget for promotional activities

which financial manager may not release

 Cont’d

 Felt Conflict: At this stage, the conflict is actually felt and cognized.
As stated earlier, the funds are not released by the finance manager
and the problem is being surfaced and there is likelihood of
confrontation.
 Manifest Conflict: In this stage, there is not only recognition or
acknowledgement of conflict but also manifestation of conflict by
covert or overt behavior.
 It is a stage of open dispute. Both parties devise their strategies to
face each other.
 Conflict Aftermath: Once the conflict is resolved between the two
parties, there is always a party, which is looser because the resolution
is the outcome of win – lose or the compromise strategy, a stage is
set for subsequent conflict episodes.

 Conflict Management Strategies

 Conflict between parties can be resolved by five different modes.

Parties involved may adopt any of the following solutions.

1. Avoidance: One or both parties could avoid facing the conflict.

 This strategy is useful when issues involved in conflict are of a very

minor nature or when more important issues deserve attention.

 This strategy suits a manager whose power base is very low and

there is no chance of satisfying one’s own concerns

 Cont’d

2. Competing: This strategy may be adopted when other strategies

of conflict resolution are not workable.
 Competing is also useful in emergencies where quick decisions
are required.
 This strategy is based on win-lose principle of managing conflicts.
3. Collaborating: Strategy of collaboration involves attempt of one
party to work with the other party in cooperative manner and find
solutions to the problem for mutual benefits.
The strategy involves identification of areas of disagreement,
examining the issue in greater detail and a workable solution arrived
at, which is for mutual benefit.
This strategy signifies when two sets of solutions are important for
both parties to be compromised
 Cont’d

4. Accommodating: In accommodating mode a person scarifies his own

interest for accommodating other person’s interest.
 It is form of selfless generosity, obeying other person’s point of view.

5. Compromising: In conflict situation, compromising is a mode when both

parties try to find out some expedient, mutually acceptable solution that
scarifies both the parties partially.
 In compromising, there is no clear winner or loser.

 None of the party is fully satisfied as they ration the object of conflict and
accept the solution which is not complete to either of the parties.
Thanks!!