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Week8leadingchangeandintroductiontonegotiation.ppt
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Week 8 Focus question

What are the leadership factors contributing to organisational change success or failure?

Leadership deals with change, inspiration, motivation and influence” (DuBrin, 2010, p. 5).

In short, leaders set the vision and strategy moving forward, align people towards the vision/strategy and then inspire, motivate and influence them towards making it happen (Kotter, 1996).

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Reading week 8

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Jones, J., Firth, J., Hannibal, C., & Ogunseyin, M. (2019). Factors Contributing to Organizational Change Success or Failure: A Qualitative Meta-Analysis of 200 Reflective Case Studies. In R. Hamlin, A. Ellinger, & J. Jones (Eds.), Evidence-Based Initiatives for Organizational Change and Development (pp. 155-178).Hershey, PA: IGI Global. doi: 10.4018/978-1-5225-6155-2.chpt8

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Wk 1 -How sound are the underlying theories, methods and ideas on change, that managers and consultants adhere to?

Wk2 -Why is it necessary to consider complex contexts and cross-cultural dimensions in organisations during change?

Wk 3 -Why and how do employees’ experiences of participation influence their perceptions and response to change, the effectiveness of organisational change and the success of the change?

Wk 4 -How, do we make sense of change and how do we respond to organisational change across the dimensions of cognition, affect and behaviour?

Wk 5-Why is it important to include perspectives of those people (stakeholders) who might be affected by the decision in the process of planning design and implementation of change?

Wk 6-How can a third-party change agent draw on a range of processes to facilitate collaborative change and embed a collaborative culture? The heatnetwork case

Wk 7 To What Extent Is Culture Change Possible Through Coaching and Mentoring?

Wk 8 What are the key leadership characteristics that contribute to organisational change success and failure?

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Approaches to leadership theory

  • trait theories (Kirkpatrick & Locke, 1991), born with personal attributes
  • behaviourist (Adair, 1989; 2007) behaviours of a leader can be learned
  • situational/contingency (Hersey, 1984) and post-heroic (Bass, 1990). The work of Hersey and Blanchard on situational leadership theory (Buchanan, 2013) is considered particularly relevant to change leadership as it relates to the adaptability, willingness, and readiness of those being managed and the ability of the leader to lead change in different and diverse situations. Matches leaders style to situation Turnnidge and Cote (2017) identify can encompass the motivational and empowering elements of transformational leadership.
  • Bass and Riggio (2006) argue that transformational leaders set the vision, take an entrepreneurial/innovative approach to all aspects of the organization and are agents of change.

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styles

  • autocratic –leader in control in charge
  • democratic/participative – followers & employees

Invited to contribute to decision making

  • laissez-faire/delegative (Hopen, 2015; Lewin, Lippit & White, 1939). others make decisions self managing teams
  • Transactional- reward/ punishment
  • Transformational –change work with others guide

(Bass, Avolio, Jung & Berson, 2003; Bass & Riggio, 2006).

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Contemporary leadership approaches

  • Focus on the roles of Individuals
  • Distributed – shared activities of leading roles
  • Servant
  • Authentic
  • Relational
  • Moral and ethical contributors

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Characteristics of contemporary
approaches

  • self-awareness,
  • openness, authenticity
  • transparency, and consistency.
  • people can learn skills, knowledge and attributes that can be employed in the process of change
  • continuous professional development element of their working lives.

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Findings

  • Communicating with all stakeholders for the purpose of securing common ownership and involvement
  • Securing active involvement of middle managers is pivotal
  • Securing top management support
  • Recognising and addressing real problems root causes and cultural dimensions
  • An open to learning non blame culture
  • Importance of being a reflective change agent and conducting research internally
  • A flexible organizational change approach is needed: The study findings suggest prescriptive change models are not always fit for purpose as change certainly does not always fit linear, rational, un- ambiguous models. Indeed, they tend to support the ‘one size does not fit all’ approach to change as discussed by Burnes (2014).
  • Communication, leadership and team working will enable change: Our findings suggest that those organizations with ongoing communication and a more open and flexible leadership style, which readily involves others, are more likely to achieve successful change.

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Negotiation is something

that everyone does, almost

daily

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What is negotiation

Negotiations occur for several reasons:

  • To agree on how to share or divide a limited resource
  • To create something new that neither party could attain on his or her own
  • To resolve a problem or dispute between the parties

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Negotiations

Negotiation literature and slides from:

Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.

Negotiation literature and slides from: Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.

Most people think bargaining and negotiation mean the same thing; however, we will be distinctive about the way we use these two words:

  • Bargaining: describes the competitive, win-lose situation
  • Negotiation: refers to win-win situations such as those that occur when parties try to find a mutually acceptable solution to a complex conflict

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Approach to the Subject

Negotiation literature and slides from:

Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.

Negotiation literature and slides from: Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.

The definition of negotiation and the basic characteristics of negotiation situations

Interdependence, the relationship between people and groups that most often leads them to negotiate

Understanding the dynamics of conflict and conflict management processes which serve as a backdrop for different ways that people approach and manage negotiations

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Integrative Negotiation with a focus on relationships

  • There are two or more parties
  • There is a conflict of needs and desires between two or more parties
  • Parties negotiate because they think they can get a better deal than by simply accepting what the other side offers them
  • Parties expect a “give-and-take” process

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Characteristics of a
Negotiation Situation

Negotiation literature and slides from:

Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.

Negotiation literature and slides from: Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.

In negotiation, parties need each other to achieve their preferred outcomes or objectives

  • This mutual dependency is called interdependence
  • Interdependent goals are an important aspect of negotiation
  • Win-lose: I win, you lose
  • Win-win: Opportunities for both parties to gain

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Interdependence

  • Interdependent parties are characterized by interlocking goals
  • Having interdependent goals does not mean that everyone wants or needs exactly the same thing
  • A mix of convergent and conflicting goals characterizes many interdependent relationships

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Interdependence

Negotiation literature and slides from:

Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.

Negotiation literature and slides from: Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.

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The Dual Concerns Model

39.bin

  • Dilemma of honesty
  • Concern about how much of the truth to tell the other party

  • Dilemma of trust
  • Concern about how much should negotiators believe what the other party tells them

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Two Dilemmas in
Mutual Adjustment

Negotiation literature and slides from:

Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.

Negotiation literature and slides from: Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.

Conflict may be defined as a:

"sharp disagreement or opposition" and includes "the perceived divergence of interest, or a belief that the parties' current aspirations cannot be achieved simultaneously"

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Conflict

  • Intrapersonal or intrapsychic conflict  
  • Conflict that occurs within an individual
  • We want an ice cream cone badly, but we know that ice cream is very fattening
  • Interpersonal conflict  
  • Conflict is between individuals
  • Conflict between bosses and subordinates, spouses, siblings, roommates, etc.

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Levels of Conflict

  • Intragroup Conflict  
  • Conflict is within a group
  • Among team and committee members, within families, classes etc.
  • Intergroup Conflict  
  • Conflict can occur between organizations, warring nations, feuding families, or within splintered, fragmented communities
  • These negotiations are the most complex

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Levels of Conflict

Makes organizational members more aware and able to cope with problems through discussion.

Promises organizational change and adaptation.

Strengthens relationships and heightens morale.

Promotes awareness of self and others.

Enhances personal development.

Encourages psychological development—it helps people become more accurate and realistic in their self-appraisals.

Can be stimulating and fun.

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Functions and Benefits of Conflict

Competitive, win-lose goals

Misperception and bias

Emotionality

Decreased communication

Blurred issues

Rigid commitments

Magnified differences, minimized similarities

Escalation of conflict

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Dysfunctions of Conflict

1. Contending

  • Actors pursue own outcomes strongly, show little concern for other party obtaining their desired outcomes

2. Yielding

  • Actors show little interest in whether they attain own outcomes, but are quite interested in whether the other party attains their outcomes

3. Inaction

  • Actors show little interest in whether they attain own outcomes, and little concern about whether the other party obtains their outcomes

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Styles of Conflict Management

4. Problem solving

  • Actors show high concern in obtaining own outcomes, as well as high concern for the other party obtaining their outcomes

5. Compromising

  • Actors show moderate concern in obtaining own outcomes, as well as moderate concern for the other party obtaining their outcomes

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Styles of Conflict Management

Mary Parker Follett’s integrative or Negotiation also known as IBN

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  • A problem solving approach
  • Focus on commonalties rather than differences
  • Address needs and interests, not positions
  • Commit to meeting the needs of all involved parties
  • Exchange information and ideas
  • Invent options for mutual gain
  • Use objective criteria to set standards

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Integrative or IBN Negotiation

  • Create a free flow of information
  • Attempt to understand the other negotiator’s real needs and objectives
  • Emphasize the commonalties between the parties and minimize the differences
  • Search for solutions that meet the goals and objectives of both sides

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Overview of the Integrative Negotiation Process

Each person tells their story uninterrupted and summarizes the issues from their perspective

Collaboratively identify and define the overall problem

Identify interests and needs of each person

Brainstorm creative solutions

Evaluate and select among alternatives

Record your agreements reached

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Key Steps in the Integrative Negotiation Process

  • Define the problem in a way that is mutually acceptable to both sides
  • State the problem with an eye toward practicality and comprehensiveness
  • State the problem as a goal and identify the obstacles in attaining this goal
  • Depersonalize the problem
  • Separate the problem definition from the search for solutions

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Identify and Define
the Problem

  • Interests: the underlying concerns, needs, desires, or fears that motivate a negotiator
  • Substantive interests relate to key issues in the negotiation
  • Process interests are related to the way the dispute is settled
  • Relationship interests indicate that one or both parties value their relationship
  • Interests in principle: doing what is fair, right, acceptable, ethical may be shared by the parties

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Understand the Problem Fully—
Identify Interests and Needs

  • There is almost always more than one
  • Parties can have different interests at stake
  • Often stem from deeply rooted human needs or values
  • Can change
  • Numerous ways to surface interests
  • Surfacing interests is not always easy or to one’s best advantage

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Observations on Interests

  • Invent options by redefining the problem set:
  • Compromise
  • Logroll
  • Modify the pie
  • Expand the pie
  • Find a bridge solution
  • Cut the costs for compliance
  • Non specific compensation
  • Subordination
  • Generate options to the problem as a given:
  • Brainstorming
  • Surveys
  • Electronic brainstorming

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Generate Alternative Solutions

  • Narrow the range of solution options
  • Evaluate solutions on:
  • Quality
  • Objective standards
  • Acceptability
  • Agree to evaluation criteria in advance
  • Be willing to justify personal preferences
  • Be alert to the influence of intangibles in selecting options
  • Use subgroups to evaluate complex options

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Evaluate and Select Alternatives

  • Take time to “cool off”
  • Explore different ways to logroll
  • Exploit differences in expectations and risk/time preferences
  • Keep decisions tentative and conditional until a final proposal is complete
  • Minimize formality, record keeping until final agreements are closed

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Evaluate and Select Alternatives

  • Some common objective or goal
  • Faith in one’s own problem-solving ability
  • A belief in the validity of one’s own position and the other’s perspective
  • The motivation and commitment to work together

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Successful Integrative Negotiation

Negotiation literature and slides from:

Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.

Negotiation literature and slides from: Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.

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  • Trust
  • Clear and accurate communication
  • An understanding of the dynamics of integrative negotiation

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Facilitate Successful Integrative Negotiation

Negotiation literature and slides from:

Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.

Negotiation literature and slides from: Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.

Comparing IBN v competitive distributive Bargaining Process
(Fisher, Ury & Patton, 1999)

TRADITIONAL BARGAINING

Stated experience competitively

Identify Issues

Develop Positions

Develop Proposals

Meet to Negotiate

Argue and Justify

Demolish their Proposals

Compromise Power

Settle on Win/Lose

  • INTEREST BASED Negotiation Experience shared collaboratively
  • Identify Issues
  • Identify Interests
  • Develop Interest Statements
  • Meet to Discuss Interests
  • Identify Common Interests
  • Develop Options
  • Evaluate Options
  • Decide Based on SMART goals Agree or Settle on Mutual Gains
  • Agree to the best most satisfying option that meets the needs of stakeholders

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