Description
Book SynopsisThe cost to business of unresolved conflicts is high; tribunals, loss of productivity, resignations and damaged reputations are serious consequences for all concerned. With increased organizational change in the form of changes in leadership, restructuring, downsizing, matrix management, mergers, acquisitions and systems changes comes increased political activity and the potential for either increased learning and growth or tension and unproductive conflict.
Change agents, HR practitioners and managers need to be skilled at empowering others to use or resolve conflict effectively for a more productive working environment and greater employee satisfaction.
Change, Conflict and Community takes readers through the essential theory and hands-on practice of working with change and conflict by considering:
* How we can increase our understanding of the tensions that often exist when change is ever present in the organization
Trade ReviewSeeing conflict and change as a source for learning might sound nice, but is hard to accept in the realities of our professional lives. Understanding change and how we deal with change on an individual and organisation level, is an important topic for managers, professionals and especially those of us who work in the area of learning and people development. I recommend this book to anyone who is as curious to improve our contribution to individual and organizational development Klaas Wassens, Director Executive Education & Development, RSM Erasmus University We cannot eradicate conflict and we cannot make change painless, but we can learn how to use natural tensions more constructively. This book offers new insights on the human side of change and helps business practitioners to understand that managing change is more than re-engineering a business process. Diane Moody, Head of Leadership and Change, ING Group
Table of ContentsList of Figures
List of Tables
Foreword
Acknowledgements
Chapter 1: Introduction
Chapter 2: Making sense of change
Chapter 3: Pattern past
Chapter 4: Change and conflict – a chicken and egg debate?
Chapter 5: Resolving conflicts
Chapter 6: From conflict to collaboration
Chapter 7: Learning through change
Chapter 8: Energising the organisation
Chapter 9: Holistically healthy organisations
Chapter 10:The bigger picture: community
Introduction to Case Studies
Case studies
1. Affinity Sutton
2. Portsmouth NHS Trust
3. Red Bee
4. Hampshire Fire & Rescue Service
5. O2 – “A better place”
6. Organisational health from a Gestalt perspective
7. A change agent’s story
