CHAPTER ONE

MANAGING CONFLICT,
CHANGE AND STRESS
D.Hanaa Adel
CONFLICT
:FIVE STEPS TO MANAGE CONFLICT
1- Analyze the nature and type of Conflict
2- Determine the Management Strategy: When you have a
general understanding of the conflict. The groups involved will
need to analyze and select the most appropriate approach.
3- Pre-Negotiation by making: initiation-assessment for
conditions successful negotiation(as a selection of key persons,
reasonable deadline), and agree upon ground rules or agenda.
4- Negotiation about: parties (interest and options)evaluation for
best ideas for satisfying various interest –written agreement –
commitment.
5- Post-Negotiation: review and adopt the agreement –monitor
the progress –document success – resolve problems and
renegotiate terms and celebrate success.
LENCIONI’S MODEL FOR CONFLICT
MANAGEMENT (CONT.)
 This model proposes four different types of obstacles that
prevent issues from being resolved these barriers include:
 Informal

 Environment

 Relationship

 individual

According to Lencioni, the obstacles closest to the center of the

model are the easiest barriers to overcome, with obstacles
become increasingly more difficult to overcome as one moves
outward from the center of the model.
Lencioni contends that if the parties choose not to address and
resolve an issue, they should agree not to let it affect their ability
to resolve the larger conflict.
LENCIONI’S MODEL FOR CONFLICT
MANAGEMENT
MANAGING CHANGE

 Change
Change is an refers to any alteration that occurs in total
work environment (internal and external) that tends to
affect the equilibrium of an organization.
 FORCES FOR CHANGE
 There are a number of factors both internal and external which
affect organizational functioning.
 Any change in these factors necessitates change in an
organization. 
 RESISTANCE

Resistance has a protective function for the individual.

Not all behavior which opposes‫ارض‬8‫تع‬88‫ ي‬change are
necessary resistance.
LEVELS OF CHANGE
1- Knowledge changes: they can occur as a result of
reading a book or experience.
2-Attitudinal change: Occur due to emotional charging in a
positive or negative way.
3-Individual behavior change: significantly more difficult
and more time consuming.
4-Group or organizational performance changes: It is very
complicated when you try to implement change within
groups or organizations.
RESISTANCE TO CHANGE
THERE ARE TWO CATEGORIES OF SOURCE OF
:RESISTANCE
2- Organizational resistance. 1- Individual resistance.
INDIVIDUAL RESISTANCE -1
INDIVIDUAL RESISTANCE
 Habits: Is programmed response to cope with life’s
complexities.
 Security: People with a high need for security are likely to
resist change because it threatens their feelings of safety.
 Economic factors: change in job tasks or established work
routines can arouse economic fears such as the problems of new
task, new constraints, new standards, …..etc.
 Fear of unknown: change includes multi-explanation and
uncertainty while assume that their current state is the best.
 Selective information processing: Individuals are guilty of
selectively processing information to keep their perception
correct. They hear what they want to hear, and they ignore
information that challenges their world.
ORGANIZATIONAL RESISTANCE -2
ORGANIZATIONAL RESISTANCE
The organizational structure itself also resists change. The four reasons of organizational resistance
to change have been summarized as follows :
1. Threats to the Power Structure : Most changes have the capacity to disrupt the organization's
power structure. Introduction of decentralized decision making is example of change that is often
seen as threats to the power of supervisors and middle level managers but a welcome by lower-
level employees.
2. Structural Inertia‫هيكلى‬::‫جمود لا‬::‫ لا‬: Organizational structures have several mechanisms designed to
produce stability. Accordingly, job assignments, selection and training of new employees and
performance reward systems are designed to maintain stability, thereby resist to change. Whenever
an organization is confronted with change, this structural inertia acts as a counterbalance to sustain
stability.
3. System Relationships : As mentioned earlier, any change has domino effect. Change in one
subsystem affects changes in other subsystems also. For example, a change in the accounting
department may influence the methods of reporting and record keeping of every other department.
Hence, the other departments may resist to such change.
4. Sunk Costs and Vested Interest ‫مكتسبة‬::‫فائدة لا‬::‫وا‬
‫ثابتة ل‬::‫يف لا‬::‫تكا‬
‫ ل‬::‫ لا‬: Sunk costs are investment in fixed
assets, such as land and building and machinery. Vested interest are the personal commitments of
individuals to programs, policies, or other people. As individuals find it difficult to abandon‫تخلىعن‬88‫لا‬
, so the organization to recoup the sunk cost. The same becomes a source of organizational
resistance to change.
ORGANIZATIONAL RESISTANCE
(CONT.)
5. Group Inertia : Sometimes, the individuals resist change because the group to
which they belong resists it. The degree and force of resistance will depend upon
how loyal one is to the group and how effectively group resists the change.
Generally, the members of a group are influenced by the codes, patterns and attitudes
of the group.
6. Organizational Structure : Change is often resisted by the bureaucratic
structures where jobs are narrowly defined, lines of authority clearly spelled and
flow of information is stressed from top to bottom. Moreover, organizations are
made up of a number of interdependent subsystems, one system cannot be changed
without affecting the others.
7. Threat to Specialization : Change in organization may threaten the expertise of
specialized groups. For example, giving computer training to all the employees in
the organization and giving personal computers was perceived as a threat by the
experts in computer department of the organization.
8. Resource Constraints : Organizations need adequate financial resources for
training change agents and for offering rewards to those who support change. An
organization who does not have resources for implementing the change often resists
it.
OVERCOME RESISTANCE TO CHANGE
OVERCOMING RESISTANCE TO CHANGE
Kotter and Schlesinger have identified six
tactics to deal with resistance to change:
1- Education and communication.
2- Participation and involvement.
3- Facilitation and support.
4-Negotiation and agreement.
5- Manipulation and cooperation‫مشكالت‬::‫جة لا‬::‫لا‬:‫اون ومع‬:‫تع‬::‫ لا‬.
6-Explicit and implicit coercion ‫ضمنى‬::‫ريح لوا‬:‫ص‬::‫إلجبار لا‬:‫ ا‬.
OVERCOMING RESISTANCE TO CHANGE
(CONT.)
1. Education and communication
By educate and communicate your team about the change
before it begins. This will help team members to
understand the logical need for the change.
Communicate by using a range of techniques from one-to-
one meetings, memos, repots and presentations.
OVERCOMING RESISTANCE TO CHANGE
(CONT.)
2. Participation and involvement
To mitigate resistance to change you can involve team
members likely to resist the change to be involved in some
aspect of designing the change. By helping to design part
of the change people will feel much more bought into it.
They will have ownership. You get their commitment, not
just their compliance.
 Overcoming resistance to change (cont.)
3. Facilitation and support
By providing employees with training and education, or
providing emotional support.
4. Negotiation and agreement
To mitigate resistance to change you can come to a
negotiated agreement with potential resistors. A financial
incentive could be offered, for example, to encourage
people to change their ways of working. Any agreement
reached should be written down and formal so it can be
referred to later.
 Overcoming resistance to change (cont.)
5. Manipulation and co-optation
Manipulation involves using information in a selective way
to encourage resistors to behave in the way that you want.
Co-optation can work for individuals or groups. For an
individual, it involves giving them a role as part of the
change management team. For groups, it means giving a
group leader, or someone the team respects, a role as part
of the change management team.
 Overcoming resistance to change (cont.)
6. Explicit and implicit coercion
By threaten team members to accept the change. This could
mean that you threaten they will lose their job, or it could
mean you threaten to transfer them to a different part of the
organization.
LEWIN’S MODEL FOR MANAGING
CHANGE

Refreezing the
Unfreezing Moving to a new new change to
equilibrium state state make it
permanent
LEWIN’S MODEL FOR MANAGING
CHANGE (CONT.)
 Unfreezing change efforts to overcome the pressure of
both individual resistance and group conformity.
 Moving efforts to get employees involved in the change
process.
 Refreezing stabilizing by balancing driving and
resistance force.
Note:
Driving force: force that direct behavior away from the
equilibrium state.
Resistance force: force that hinder movement away from
the present state.
MANAGING STRESS
Stress definition:
A situation that creates
excessive psychological or
physiological demands on a
person.
The situation referred to the
stressor and the response
together create the stress that
an individual experience.
STAGES OF STRESS

1- The alarm stage

2- The resistance stage

3- The exhaustion stage

STRESS EFFECT

Stress effect

Positive Negative
value effect value effect

Psychological Physiological
Behavior effect
effect effect
Psychological effect Physiological effect
SOURCE OF STRESS
 Job or task stress.
 Lack of clear job description or chain of command.

 Stress from human environment ( based on age-gender-

religion).
 Stress from physical environment (extreme cold or heat
or poor ventilation).
 Stress from social environment (interpersonal conflict).

 Competition and change .

 Work or home conflict.

 BURNOUT‫إلرهاق‬:‫ا‬
It is phenomena that resulted from personnel stress and
represent stages of exhaustion ( or a debilitating psychological
condition) that can result from unrelieved work stress.
:SIGNS OR BEHAVIOR OF BURNOUT
 Depleted energy and
emotional exhaustion.
 Lower power to resist
illness.
 Increase dissatisfaction.

 Increase absenteeism and

work inefficiency.
 Erosion of (values –
dignity- spirit- and human
soul).
 Eating too much or little.
SOURCE OF BURNOUT
 Work over load.
 Lack of control.

 Insufficient reward.

 Unfairness.

 Breakdown of a sense of community.

 Value conflict.

 Criticism and insults.

MANAGING STRESS

Managing stress
approaches

Individual Organizational
approach approach
Thank you