Welcome to Change Management & Conflict Management. The presentation will begin in a moment.

Transcription

1 Welcome to Change Management & Conflict Management The presentation will begin in a moment.

2 Welcome! Welcome to Change Management and Conflict Management. Today, we will discuss a process to understand the reason for accepting changes and being an advocate along with how to deal with conflict. People see only what they are prepared to see. - Ralph Waldo Emerson Life is change. Growth is optional. Choose wisely. - Karen Kaiser Clark 2

3 Webinar Guide Lines Do not put the webinar call on hold. Keep your phone on mute when not speaking. Respect the facilitator and your fellow teammates who are speaking or asking questions. Participate! 3

4 Share Your Personal Action Plan What was your implementation idea? What action steps did you take? What were your results? 4

5 Objectives Understanding the 4 stages of change Understanding the 5 dysfunctions of a team Understanding negative outcomes of conflict Understanding potential benefits for conflict Understanding five common styles of conflict 5

6 FIVE DYSFUNCTIONS OF A TEAM

7 ABSENCE OF TRUST First dysfunction is an absence of trust Failure to build trust sets the tone for the second dysfunction: fear of conflict Teams that lack trust are incapable of engaging in the debate of ideas Absence of Trust INFORMATION FROM THE FIVE DYSFUNCTIONS OF A TEAM: A LEADERSHIP FABLE BY PATRICK LENCIONI

8 FEAR OF CONFLICT Second dysfunction is fear of conflict Teammates who fear conflict resort to guarded comments Fear of Conflict INFORMATION FROM THE FIVE DYSFUNCTIONS OF A TEAM: A LEADERSHIP FABLE BY PATRICK LENCIONI

9 LACK OF COMMITMENT Third dysfunction of a team is lack of commitment Lack of Commitment Without airing opinions teammates rarely buy in and commit to decisions INFORMATION FROM THE FIVE DYSFUNCTIONS OF A TEAM: A LEADERSHIP FABLE BY PATRICK LENCIONI

10 AVOIDANCE OF ACCOUNTABILITY Avoidance of accountability Fourth dysfunction is avoidance of accountability Without committing to a clear plan teammates don t call on peers INFORMATION FROM THE FIVE DYSFUNCTIONS OF A TEAM: A LEADERSHIP FABLE BY PATRICK LENCIONI

11 INATTENTION TO RESULTS Inattention to results Fifth dysfunction is inattention to results Inattention to results occurs when team members put their individual needs a head of the Team As a thought: T Together E Everyone A Achieves M More INFORMATION FROM THE FIVE DYSFUNCTIONS OF A TEAM: A LEADERSHIP FABLE BY PATRICK LENCIONI

12 Change is Inevitable Change at our company is inevitable especially as we strive to be the elite company in the automotive industry 12

13 Change Management and Leadership From your own experiences, what are some key components that a leader needs to successfully manage change? 13

14 Four Stages of Change Deny Accept Resist Explore Sea of Uncertainty 14

15 Stage 1: Deny Change Denial takes many forms: Deny the message Deny the messenger Deny the ability to do it Deny anyone s ability to do it 15

16 Stage 2: Resist Change Losses due to the new situation Lack of clarity about the new situation Beliefs about current & new situation Habits related to the current situation 16

17 Stage 3: Explore Change Examine both the good and bad Reflect on the past 17

18 Stage 4: Accept Change 18

19 What s Required to Get There? Be sensitive Vision the future Reinforce the values of the organization 19

20 Group Participation Think of a situation in which you had to communicate a change in policy or procedure. What was the situation? What was the change? What was the result? 20

21 Five P s for Managing Change Purpose Picture Participation Plan Personal responsibility 21

22 Question? When we don t deal with change what can happen? 22

23 The Need for Conflict Management Conflict is normal and practically inevitable, particularly among people who work together. But when conflict is not dealt with properly and in a timely manner, it can cause problems. 23

24 Your Thoughts? Conflict is the primary engine of creativity and innovation. People don t learn by staring into a mirror, people learn by encountering differences - Ronald Heifets, Professor in Leadership Education, Harvard University 24

25 Conflict in the Workplace Managers spend more than 20% of their time on conflict-related issues. - Craig Rude, Center for Creative Leadership 25

26 What is Conflict? 1: fight, battle, war <an armed conflict> 2a : competitive or opposing action of incompatibles : antagonistic state or action (as of divergent ideas, interests, or persons) 2b : mental struggle resulting from incompatible or opposing needs, drives, wishes, or external or internal demands 3: the opposition of persons or forces that gives rise to the dramatic action in a drama or fiction 26

27 What is Conflict? Tiff 27

28 Negative Outcomes Loss of teamwork, motivation, and productivity Breakdown of relationships, both personal and professional Emotional costs, such as personal dislike, anger, fear, and distrust Increased stress, absenteeism, and staff turnover 28

29 Benefits of Conflict Solved problems Greater creativity Increased understanding Increased group cohesion Improved self-knowledge 29

30 5 Style Preferences of Conflict Management 30

31 Competitive Style I Win-You Lose Assertive Competitive Collaborative Compromising Non-Assertive Avoiding Accommodating Uncooperative Cooperative 31

32 Characteristics of Competitive Style Competitive Collaborative Compromising Avoiding Accommodating Trying to win Use your power/authority to get your way 32

33 When to Be Competitive Quick, decisive action is very important Unpopular actions, such as as cost cutting Issues are vital to company or personal welfare Against people who take advantage of noncompetitive behavior Standing up for what you believe is right 33

34 Accommodating Style I Lose-You Win Assertive Competitive Collaborative Compromising Non-Assertive Avoiding Accommodating Uncooperative Cooperative 34

35 Characteristics of Accommodating Style Competitive Collaborative Compromising Avoiding Accommodating Giving in Maintain cooperation Neglecting your own concerns to satisfy the concerns of another The opposite of competing 35

36 When to Be Accommodating You realize that you are wrong Issue more important to others than yourself Maintain cooperation Harmony and stability are critical 36

37 Avoiding Style Ignore and hope it goes away Assertive Competitive Collaborative Compromising Non-Assertive Avoiding Accommodating Uncooperative Cooperative 37

38 Characteristics of Avoiding Style Competitive Collaborative Compromising Avoiding Accommodating Ignoring conflict Putting decisions on hold Using secrecy to avoid confrontation 38

39 When to Use the Avoiding Style Trivial, small/unimportant issues No perceived chance of resolution To allow a cool-down period 39

40 Compromising Style We both win some and lose some Assertive Competitive Collaborative Compromising Non-Assertive Avoiding Accommodating Uncooperative Cooperative 40

41 Characteristics of Compromising Style Competitive Collaborative Compromising Avoiding Accommodating Finding a solution that partially satisfies both parties Negotiation Deals and trade-offs 41

42 When to Compromise Goals are important, but not worth the effort Opponents with equal power are committed to mutually exclusive goals Arrive at solutions under time pressure Achieve temporary settlements to issues 42

43 Collaborative Style Win-Win Assertive Competitive Collaborative Compromising Non-Assertive Avoiding Accommodating Uncooperative Cooperative 43

44 Characteristics of Collaborative Style Competitive Collaborative Compromising Avoiding Accommodating Finding a solution that fully satisfies everyone s concerns Seeing problems and conflicts as challenges Discovering the underlying needs and wants of each party Takes the most time and effort 44

45 When to Collaborate The concerns of all parties are too important to compromise Have the time to dig deep into the problem and come up with a creative solution Objective is to learn or improve relationships 45

46 Conflict Summary: 1. Conflict can be viewed as both negative and positive. 2. Well-managed conflict can lead to better results and communication. 3. There are fives styles of conflict. The key is to use the appropriate style based on the situation. 46

47 Five Styles Summarized Assertive Competitive (I Win-You Lose) Collaborative (Win-Win) Compromising (Both Win Some/Lose Some) Non-Assertive Avoiding (Ignore) Accommodating (I Lose-You Win) Uncooperative Cooperative 47

48 Questions 48