WK16: Change Management and Conflict

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WK16: Change management and conflict

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Proactive change

Reactive change

Evolutionary

Revolutionary

Additive

Substitutive

Organisational change: 1

Organisational change:2

Organisational change: 4

Organisational change: 5

Organisational change: 6

Organisational change: 7

Organisational change: 8

Organisational change:3

Cognitive function of metaphor

Affective function of metaphor

Narrative function of metaphor

Substitution of metaphor

Recombination of metaphor

Reaccentuation of metaphor

Elaboration of metaphor

Communication strategies for change management

Metaphor

Source and target domain

Factors in high need for communication efficiency

Factors in high need for consensus building

Single loop learners

Double loop learners

Frames

Framing

Conflict style: Accommodating

Conflict style: Avoidance

Conflict style: Competitive

Conflict style: Compromising

Conflict style: problem solving

Click and drag

If result is not one that is desired (ie. considerable resistance to change), the single loop learner goes back to action stategies to solve the problem. Doesnt typically acknowledge role in communication breakdown

Entertain and set scenes for narratives

Behaves assertively and uncooperatively. Seek to have their own interests met at the expense of others

Source: the thing you use to compare to the concept you are trying to describe. Target: the abstract concept/ thing you are conceptualising in terms of another

Make change stick

Create quick wins

combine existing metaphor with another one

Participants meet halfway, without anyone's interest being fully satisfied

conceptualise one thing in terms of another

anticipatory measure

Form a powerful coalition

Involves a cooparative but unassertive style where someone backgrounds their own interest and yields to others

Communicate the vision

Function as a reaction

Addition to or update of old organisation

Build on the change

When changes are considered radical or controversial, when there is a history of resistance to a similar change, when critical resources are controlled by employees, when support and cooperation is needed to make change

the process of using words and phrases that establish a particular way of thinking about a topic or social interaction

Express abstract ideas and explain complex matters, persuade and provide new perspectives

a structured set of knowledge and beliefs, that captures some generic information about an aspect of the world

When it is physically impossible to communicate face to face with all employees, when resources devoted to change communication are scarce, when there is an urgent need to progress through change process

replace conventional metaphor with another one

Forms mini narratives with the metaphor

Create Urgency

Repetition of same message, Redundancy (communicate similar message in different ways), Plain language (easy to process statements), Informal dialogue (informal social interaction)

Create vision for change

Happening gradually

Highlighting background element of source domain

Realises that all participants have a role in the outcome and reevaluates their goals, values, beliefs etc to see how they align or clash with that of the interlocutor

Express subjective experiences, capture emotion, elicit emotions

Participants act neither assertively or cooperatively, sidestepping conflict altogether

Participants show both assertion and cooperative behaviour, looking for a solution that satisfies all parties

A departure or complete redefinition from an old organisation. Sunstantially restructuring it

Quick and sudden

Empower action