Managing conflict in organisational change

Abstract

Organisational change and conflict are two essential topics that engineering managers need to understand and have confidence in acting on, if they are to succeed in today's changing and increasingly competitive environment. This paper examines and dissects the elements of organisational change that almost inevitably result in conflict. Conflicts that impact on organisational change can act as a retardant to progress, creativity, innovation and productivity, and potentially precipitate the demise of an organisation. One of the many difficulties relating to organisational conflict is to define the division between conflict and competition. This paper explores what is known about the various states of conflict and presents an approach to addressing this problem, through identifying and subsequently managing institutional elements influencing organisational change and conflict.

Role of leaders in building organizational readiness to change – case study at public health centers in Indonesia

“…Effective conflict management is a hallmark of good leadership. Because conflict management is quickly becoming a critical and time-consuming aspect of management, managers must be prepared to face these challenges and handle conflicts in the organization into constructive results (Kiitam, McLay, & Pili, 2016). Leaders can make conflict as a means to make the learning process sustainable and trigger productivity.…”

A conceptual framework for effective management of conflict risk within Agile software development environments

“…This occurs when conflict risk has not been effectively mitigated and managed. Various researchers including Chaudhry and Asif (2015) and Kiitam et al (2016) have suggested that conflict risk within development teams most times brings negative outcomes because it yields to several repercussions like the lack of timely communication.…”

“…Researchers Crawford et al (2014); Saxena et al (2016) and Gren (2017) have investigated the conflict within Agile environments, its relative sources as well as means of handling and managing it to enable better team collaborations. Effective teams are the ground work for every successful organisation, and organisations generally fail at their strategic goals if they lack effective teams (Kiitam et al 2016). Organisations without teams who work well together normally struggle, even with the simplest task implemented, while effective teams support in improved quality, facilitation of the completion of projects and aid in increasing productivity and efficiency (Anumah 2017).…”

“…Through Agile, organisations can create software of quality standard, which allows for quicker response to the continuously changing market needs of todays' world (Choudhary & Rakesh 2016). A proficient Agile environment within organisations facilitates successful, constructive interactions and collaborations among team members (Kiitam, McLay & Pilli 2016). Constructive interactions and effective customer collaborations lead to successful continuous iterations, which then lead to high chances of successful project implementation and deployment (Gren & Lenberg 2018).…”

“…According to Chiyangwa and Mnkandla (2018), project success depends heavily on a productive working atmosphere among project stakeholders, in particular projects implemented using the Agile methodology. Conflict-risk existence among project team members poses a risk to such effective working environment (Kiitam et al 2016). The current literature further states that one solution to maintaining a productive working relation among project team members is effective management of the inherent conflict risk (Gren & Lenberg 2018).…”