Ch. 14 the Business of Change and Conflict

Since the 1980’s, change has been a constant in American businesses. As time goes on customer interests and needs change. Due to the rapid changes in information technology, communication, and social cultures, businesses must change to stay competitive and with the times. Change occurs when an organization begins to transform the way work is accomplished-which means a breakdown of business as usual. Some examples of changes are, the introduction of new products, a changed in the way things are manufactured, new added services, or a change in policies and procedures. The CEO of the company along with a hand-picked selection of managers usually initiate the change within the organization. Though the orders for change come from the top, it is the middle level managers and employees that perform the procedural changes. Change makers are people who facilitate the coordination of a change effort. They plan, experiment, communicate, and coach others throughout the process. Besides trying to stay competitive, organizations have to change for other reasons to, such as corporate mergers and acquisitions, changing consumer demands, globalization, technology, government regulations and policies, and change of management. Sometimes it could be a crisis like diminishing market sales, or legislative actions that motivate an organization to implement change. However, change can also be implemented without an immediate crisis. Change often brings out insecurities and fear in employees. A high level of distress is experienced when employees perceive a communication vacuum. A communication vacuum occurs when employees perceive a void in which they are not given adequate information about what is happening in the organization. From personal experience closed door meetings between the higher ups are a bit nerve racking sometimes. Whenever there is a closed door meeting or things are being discussed in a hush hush manner, I along with three other employees take turns eves dropping sometimes. We all listen collect bits and pieces of the meetings or conversations, when we put the information together we figure out the topic of discussion. All most all of the time it has nothing to do with us but it does liven up our day. Companies sometimes send vague messages to the employees about change being imminent, but they often neglect to communicate clearly why the change is urgent and what it will mean for the employees. This results in rumors on the company grapevine, anxiety, and even resistance. Resistance occurs when employees when employees do nothing to enact the expected changes or actively resist and undermine the change effort. Fear, interruption of routine, loss of faith, trust, and personal investment, and feelings that past efforts are meaningless are some factors that lead to resistance. Fear and resistance can be reduced through productive change communication. Trouble can start when change makers ignore the importance of change communication and still expect employees to buy-in. An employee buy-in is acceptance of, and agreement to change. Change communication consists of multidirectional and multimedia communication. Multidirectional communication is the design of messages that can reach all employees throughout the organization. Multimedia communication is the use of many channels to transmit a message. Face-to-face dialogue during open meetings is the most effective channel for change communication. Employees can ask questions, exchange ideas, and make suggestions. In order for organizations to have their employees buy-in they must provide reasons detailing the purposes of the changes with and the advantages. Information about competitors, customers, and the consequences of not implementing change should also be provided. Timing is also important when delivering the message. Change could also occur when there is conflict in the workplace. Conflict is an event expressed through communication when individuals or groups behave in ways that indicate they have incompatible positions or goals. Not too long ago, a former co-worker of mine gradually became incompatible with the rest of us. After several failed attempts by our superior to resolve the conflict and for ask for an improvement in work related behavior from the employee, she was eventually fired. Disputants are the different parties involved in the conflict. An intragroup conflict is a problem that occurs within a single group of people. An intergroup conflict is a problem that arises between two or more groups. A position is a definitive goal or demand advanced by one or both parties that underscores an attitude or disposition. There are four main types of conflicts, communication conflicts, social view conflicts, fundamental interest conflicts, and business conflicts. Conflict communication skills include the listen and learn technique, verbal diplomacy, and flexible interpersonal style. Traditional conflict strategies are tailored to achieve a lasting resolution; they include positional bargaining, mediation, conflict management, and arbitration. Transformative communication is a dialogue process that puts emphasis on the parties’ interests and emotions, reframing conflict and the corresponding terms and concepts, and building relationships between parties to achieve conflict conversation. In the last six months my place of work has gone through several changes. Just as it was stated in this chapter the higher ups made the decisions and initiated the changes and we the employees were expected to buy-in. One thing we did not experience was a communication vacuum. Our superior kept us updated from what changes would be happening, the timing of the changes, and asked us for our suggestions and input, because of these reasons we the employees felt comfortable with the changes and did not resist the change.