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Conflict Impact on Organizational Change

Dulce M. Juarez

BASOL, South Texas College

ORGL-4342-KV2-Organizational Change – CBE

Professor: Jennifer Guerra

April 24, 2023

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Conflict Impact on Organizational Change

Conflict is an inevitable part of human interaction, and it can arise in various forms

within organizations. Conflict is a natural phenomenon in organizational settings, resulting from

the interaction of individuals, groups, and teams with varying goals, values, beliefs, and

perspectives. Understanding the different types of conflict, the loci of conflict, and the conflict

process is crucial for leaders who aim to lead positive organizational change. In this essay, we

will explore the insights provided by Hughes Mark in "Leading Positive Organizational

Change," Bart Tkaczyk in "Energize, Redesign," and Deborah Colwill in "Conflict, Power, and

Organizational Change," and how their perspectives on leadership impact organizational change.

This essay will provide an in-depth analysis of the three types of conflict, three loci of conflict,

and the conflict process, and their implications for leadership during organizational change, with

in-text citations to support the discussion.

Types of Conflict.

Conflict can be categorized into three main types: task conflict, relationship conflict, and

process conflict (Colwill, 2022). Task conflict refers to disagreements and differences in

opinions related to the work itself, such as differences in goals, ideas, or perspectives on how to

accomplish tasks. Relationship conflict, on the other hand, arises due to personal or interpersonal

issues among individuals, such as differences in values, attitudes, or personalities. Process

conflict, as the name suggests, occurs when there are disagreements about how tasks and

responsibilities should be allocated, coordinated, or carried out (Tkaczyk, 2021).

Leadership during organizational change needs to understand the dynamics of these types

of conflicts and address them effectively. Task conflict, if managed well, can stimulate creativity
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and innovation within teams, leading to better decision-making and problem-solving (Mark,

2016). However, if left unaddressed or not managed properly, task conflict can escalate into

relationship and process conflict, which can hinder the change process and impact team morale

and productivity (Colwill, 2022). Leaders need to be proactive in identifying and managing task

conflict by encouraging open communication, fostering a culture of collaboration and

constructive feedback, and facilitating conflict resolution strategies such as mediation or

negotiation (Colwill, 2022).

Relationship conflict, on the other hand, can be highly detrimental to organizational

change efforts as it creates tension, mistrust, and animosity among team members (Mark, 2016).

Leaders need to address relationship conflicts swiftly and effectively by facilitating open and

honest communication, promoting a culture of respect and inclusivity, and providing

opportunities for team-building activities (Colwill, 2022). By building positive relationships and

trust among team members, leaders can create a conducive environment for change and foster a

sense of unity and collaboration among team members, which is crucial for successful

organizational change (Tkaczyk, 2021).

Process conflict, although less common, can also impact organizational change efforts. It

arises when team members have different perspectives on how tasks and responsibilities should

be allocated or coordinated, leading to confusion, delays, and inefficiencies (Mark, 2016).

Leaders need to proactively address process conflict by clarifying roles, responsibilities, and

decision-making processes, and involving team members in decision-making to ensure a sense of

ownership and accountability (Tkaczyk, 2021). By providing clear guidelines and expectations,

leaders can minimize process conflict and ensure smooth coordination and execution of change

initiatives.
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Three Loci of Conflict.

The three loci of conflict are individual, group, and organizational. Individual conflict

occurs when an individual has a personal issue that affects their work performance or

relationships with others. Group conflict arises when there are disagreements or differences of

opinion within a team or department. Organizational conflict occurs when there is a conflict

between different departments, functions, or levels within an organization. Organizational

conflict can be the most challenging to manage as it involves multiple stakeholders with different

goals, values, and interests.

Conflict Process. The conflict process involves five stages: latent conflict, perceived

conflict, felt conflict, manifest conflict, and conflict resolution. Latent conflict refers to the

underlying conditions that can lead to conflict, such as differences in values, goals, or interests.

Perceived conflict occurs when individuals become aware of the underlying conditions and

believe that their interests are incompatible with others. Felt conflict refers to the emotional

response individuals experience when they perceive a conflict. Manifest conflict involves the

actual behavior and actions that individuals take in response to the conflict. Conflict resolution

refers to the strategies and actions taken to address and resolve the conflict.

Leadership and Organizational Change. Leadership plays a critical role in managing

conflict and driving organizational change. According to Hughes Mark, leading positive

organizational change involves energizing individuals, designing effective change processes, and

building a culture that supports change. Effective change leaders need to have a clear vision of

the desired change, communicate the change effectively, and involve stakeholders in the change

process. Change leaders also need to create a sense of urgency, establish clear goals and metrics,

and provide support and resources to individuals and teams.

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Bart Tkaczyk emphasizes the importance of redesigning organizations to support positive

change. This involves creating a culture that values innovation, collaboration, and continuous

learning. Effective change leaders need to encourage experimentation and risk-taking, reward

innovative ideas and behaviors, and foster a culture of openness and transparency. Change

leaders also need to identify and address any structural or systemic barriers to change, such as

resistance to change, bureaucratic processes, or outdated technology.

Deborah Colwill highlights the role of power and conflict in driving organizational

change. Power and conflict are intertwined in the context of organizational change, as change

often involves shifts in power dynamics and can create conflicts among different stakeholders

with varying interests and perspectives. Change leaders need to understand and navigate these

power dynamics effectively to ensure successful change implementation.

Impact of Leadership on Organizational Change. The type of leadership exhibited

during organizational change can significantly impact the outcomes of the change process. A

positive and effective leadership style can facilitate the successful implementation of

organizational change, while a negative or ineffective leadership style can hinder or even derail

the change process.

Hughes Mark argues that energizing individuals is a crucial aspect of leading positive

organizational change. Leaders who are able to motivate and inspire their employees can create a

sense of urgency and enthusiasm about the change, which can enhance employee commitment

and engagement in the change process. Effective change leaders also communicate the change

clearly and transparently, providing a compelling vision of the change and its benefits, and

actively involving employees in the change process, which can foster ownership and

accountability among employees.

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Bart Tkaczyk emphasizes the importance of redesigning organizations to support positive

change. Change leaders who promote a culture of innovation, collaboration, and continuous

learning can encourage employees to embrace change and contribute their ideas and efforts

towards the change process. Leaders who are open to feedback, responsive to employee

concerns, and provide necessary support and resources can build trust and credibility, which are

critical for successful change implementation.

Deborah Colwill highlights the significance of power and conflict in the context of

organizational change. Change leaders who understand and manage power dynamics effectively

can address any resistance to change and leverage power to drive change forward. Leaders who

are skilled in conflict management can resolve conflicts that may arise during the change

process, prevent conflicts from escalating, and ensure that conflicts are addressed in a

constructive manner.

On the other hand, leaders who exhibit a negative leadership style, such as being

autocratic, dismissive of employee concerns, or lacking in transparency, can create resistance,

mistrust, and conflict among employees, which can impede the change process. Ineffective

leadership can result in confusion, frustration, and resistance among employees, leading to failed

change initiatives, increased turnover, and decreased employee morale.

Conclusion. Conflict is an inevitable part of organizational life, and effective leadership

plays a critical role in managing conflict and driving successful organizational change. The three

types of conflict - task conflict, relationship conflict, and process conflict - can have both

positive and negative outcomes for organizations, depending on how they are managed. The

three loci of conflict - individual, group, and organizational - also require different strategies for

resolution. The conflict process involves five stages - latent conflict, perceived conflict, felt
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conflict, manifest conflict, and conflict resolution - and effective leadership can navigate these

stages to achieve positive outcomes. Drawing insights from the works of Hughes Mark, Bart

Tkaczyk, and Deborah Colwill, it is evident that leadership has a significant impact on

organizational change. Positive leadership styles that emphasize energizing individuals,

redesigning organizations, and effectively managing power and conflict can facilitate successful

change implementation, while negative or ineffective leadership styles can hinder the change

process. Change leaders need to possess the necessary leadership skills, such as effective

communication, motivation, collaboration, conflict management, and power dynamics

understanding, to navigate the challenges of organizational change successfully.

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Table 1: Types of Conflict and Their Impact on Organizations

Type of Conflict Definition Impact on Organizations

- Can stimulate creativity and innovation by

encouraging diverse perspectives and ideas.

Conflict related to differences in - Can improve decision-making through

critical evaluation and discussion of different
Task opinions, ideas, or approaches to tasks or viewpoints.

Conflict goals. - Can increase commitment and engagement

among team members when resolved
constructively.

- Can lead to improved team performance and

outcomes.
- Can create tension, hostility, and negativity
among team members.

- Can result in decreased collaboration,

Relationship Conflict arising from personal communication breakdowns, and decreased
trust.
Conflict differences, clashes of personalities, or
- Can lead to increased turnover and
emotional tensions among individuals. decreased employee morale.

- Can negatively impact team performance

Conflict related to disagreements about
how tasks are organized, delegated, or struggles over roles, responsibilities, and
Process Conflict coordinated within a team or
organization.
and outcomes.
- Can result in delays, inefficiencies, and
confusion in task execution.
- Can lead to disagreements and power
decision-making.
- Can hinder effective coordination and
cooperation among team members.

- Can negatively impact team performance

and outcomes.

Table 2: Impact of Leadership on Organizational Change


Leadership
Impact Description
- Leaders who are able to motivate and inspire
employees can create a sense of urgency and
enthusiasm about the change. - Leaders who
communicate the change clearly and
transparently, provide a compelling vision, and
involve employees in the change process can
foster ownership and accountability.
Positive - Leaders who promote a culture of innovation,
collaboration, and continuous learning can
Impact encourage employees to embrace change and
contribute their ideas and efforts. contribute their ideas and feedback on
- Leaders who are open to feedback,
responsive to employee concerns, and provide
necessary support and resources can build trust
and credibility.
Negative
- Leaders who exhibit negative leadership communicate the change clearly, ignore
Impact styles, such as being autocratic, dismissive of
employee concerns, or lacking in transparency,
can create resistance, mistrust, and conflict
among employees.
- Ineffective leadership can result in
confusion, frustration, and resistance among training to help employees adapt to the
employees, leading to failed change initiatives,
increased turnover, and decreased employee
morale.
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Examples
- Change leaders who actively engage
employees in the change process,
solicit their input, and provide regular
updates on progress.
- Change leaders who provide training
and resources to help employees adapt
to the change and develop new skills.
- Change leaders who create
opportunities for employees to
the change process.
- Change leaders who do not
employee concerns, and impose
changes without employee
involvement.
- Change leaders who do not provide
necessary support, resources, or
change.
- Change leaders who do not address
conflicts or power dynamics
effectively, leading to unresolved
issues and resistance among
employees.
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Reference

Colwill, D. A. (2022). Conflict, power, and organizational change. Routledge.

HUGHES, M. A. R. K. (2016). Leadership of Organizational change. ROUTLEDGE.

Tkaczyk, Bart. (2021). Leading positive organizational change: energize – redesign – gel.