Week 13

"Change Conflict, and Negotiation"

The way that businesses run today, managers need to do a much better job of managing the process of change. In the book we saw that the Nadler and Tushman's model identifies four types of organizational change by cross-referencing anticipatory and reactive change with incremental and strategic change. Four resulting types of change are tuning, adaptation, re-orientation, and re-creation.
People who like change tend to go through three stages: unrealistic optimism, reality shock, and constructive direction. When someone fears or dislikes change, a more complex process involving five stages tend to occur: getting off on the wrong track, laughing it off, experiencing growing self-doubt, buying in, and moving in a constructive direction. Managers are challenged to help employees deal efectively with reality shock and self-doubt.
Inevitable resistance to change must be overcome if the organization is to suceed.
Three basic elements of effective negotiations are a win-win attitude, a best alternative to a negotiated agreement to serve as a negotiating standard, and the calculation of a bargaining zone to identify overlapping interests.