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Management
, Ninth Edition
Robert Kreitner, Arizona State University
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| | Chapter Summaries
Chapter 16:
Change, Conflict, and Negotiation
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Managers need to do a much better job of managing the
process of change. Nadler and Tushmans model identifies four
types of organizational change by cross-referencing anticipatory and
reactive change with incremental and strategic change. Four resulting
types of change are tuning, adaptation, reorientation, and re-creation.
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People who like a change tend to go through three stages:
unrealistic optimism, reality shock, and constructive direction. When
someone fears or dislikes a change, a more complex process involving
five stages tends to occur: getting off on the wrong track, laughing it
off, experiencing growing self-doubt, buying in, and moving in a
constructive direction. Managers are challenged to help employees deal
effectively with reality shock and self-doubt.
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Inevitable resistance to change must be overcome if the
organization is to succeed. Employees resist change for many different
reasons, including (but not limited to) inertia, lack of trust, fear of
failure, and competing commitments. Modern managers facing resistance
to change can select from several strategies, including education and
communication, participation and involvement, facilitation and support,
negotiation and agreement, manipulation and co-optation, and explicit
and implicit coercion.
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Organization development (OD) is a systematic approach to
planned organizational change. The principal objectives of OD are
increased trust, better problem solving, more effective communication,
improved cooperation, and greater willingness to change. The typical OD
program is a three-phase process of unfreezing, change, and
refreezing.
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Unofficial and informal grassroots change can be initiated
by tempered radicals, who quietly follow their convictions when trying
to change the dominant organizational culture. Four guidelines for
tempered radicals are (1) think small for big results, (2) be
authentic, (3) translate, and (4) dont go it alone. The 5P
checklist for grassroots change agentspreparation, purpose, participation, progress, and persistenceis a generic model for
people at all levels in all organizations. Ordinary employees can
achieve extraordinary changes by having a clear purpose, a champion or
driver for the change initiative, a measurable objective, broad and
powerful support achieved through participation, an ability to overcome
roadblocks, and a persistent sense of urgency.
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Competitive conflict is characterized by a destructive cycle
of opposing goals, mistrust and disbelief, and avoidance and a win-lose
attitude. Oppositely, cooperative conflict involves a constructive
cycle of cooperative goals, trust and reliance, and discussion and a
win-win attitude.
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Conflict triggers can cause either constructive or
destructive conflict. Destructive conflict can be resolved through
problem solving, superordinate goals, compromise, forcing, or
smoothing.
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Three basic elements of effective negotiations are a win-win
attitude, a BATNA (best alternative to a negotiated agreement) to serve
as a negotiating standard, and the calculation of a bargaining zone to
identify overlapping interests. Added value negotiating (AVN) improves
on standard negotiation strategies by fostering a creative range of
possible solutions.
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