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Nova SoutheasternUniversity
Nursing Program
October 19, 2010Miami Florida
SolutionsPerformance Through Culture
Change Management
Organizational Stress
Conflict Resolution
TheAgenda
Introduction Part A: Organizational Stress Part B: Change Management Part C: Conflict Resolution Part D: Fun Exercises Q&A, Conclusions and Feedback
Solutions
Performance Through Culture
Before we begin……
Years12
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Brain Power!Brain Power
And the correct answer is…..?
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Organizational
Stress
Change Management
Con
flict
R
esol
utio
ns
Organizational Stress: Misalignment of Expectations
Change Management: Misalignment of Attitude
Conflict Resolution: Misalignment of Opinions
Stress Management Zone!
Source: Organizational Behavior, Schermerborn, Hunt, Osborn & Uhl_Bien 11e edition Chapter 3: Emotions and Moods in Organization pp. 69, Fig. 3.3
The Vital Signs of Stress
Personality
Attitude
Mood
Temperament
Character
Enrique Ruiz, Miami Florida
Jeff Borski, Nashville Tennessee
Julia Goldberg, Chicago Illinois
Hirau Mitsue, Palo Alto, California
Nancy Chen, Seattle Washington
Daphnia Brown, Atlanta Georgia
Right
Brain Left Brain
Emotional Intelligence
Competencies
Self Awareness
Understanding our emotions and their impact on ourselves
and other
Social Awareness
Empathy; understanding the emotions of others and their
impact on relationships
Self Management
Self-regulation; thinking before acting and staying in
control of our emotions
Relationship Management
Rapport; making use of emotions to build and
maintain good relationships
Work Related Stress in Nursing Controlling the Risk to Health http://www.opas.org.br/gentequefazsaude/bvsde/bvsast/i/fulltext/nurse/nurse.pdf
Source: http://positivesharing.com/2006/11/top-5-myths-about-workplace-stress/
Source: http://www.mrfatloss.com/tag/stress-management
Further Reading
Source: Organizational Behavior, Schermerborn, Hunt, Osborn & Uhl_Bien 11e edition Chapter 14: leadership Challenges and Organizational Change, pp. 355, Fig. 14.7
The Need to Change
Don’t expect everyone to agree
to your change initiative!
Sense of
Sense of
Urgency
Rel
evan
cy
Unfreeze
• The situation is prepared for a change.• Encourages the replacement of old behaviors and attitudes with new behaviors.• Entails devising ways to reduce barriers to change.
Change
• Specific actions are taken to create change.
• Helps employees learn new concepts or points of view.
• Role models, mentors, experts, benchmarking results, and training are useful mechanisms to facilitate change
Freeze
• Changes are reinforced and stabilized.
• Leader (change agent) integrates the changed behavior or attitude into the normal way of doing things. • Coaching and modeling help reinforce the stability of change.
• Rewarding new behaviors
Source: Organizational Behavior, Schermerborn, Hunt, Osborn & Uhl_Bien 11e edition Chapter 14: leadership Challenges and Organizational Change, pp. 359, Fig. 14.9
Resistance to Change Part A
Disadvantages
Education and
Communication
AdvantagesUse WhenMethod
Participation and involvement
Facilitation and support
People lack information or have inaccurate information
Creates willingness to help the change
Can be very time consuming
Other people have important information and/or power to resist
Adds information to change planning; builds commitment to the change
Can be very time consuming
Resistance traces to resource or adjustment problems
Satisfies directly specific resources or adjustment needs
Can be very time consuming and expensive
Source: Organizational Behavior, Schermerborn, Hunt, Osborn & Uhl_Bien 11e edition Chapter 14: leadership Challenges and Organizational Change, pp. 359, Fig. 14.9
Disadvantages AdvantagesUse WhenMethod
Negotiation and agreement
Manipulation and cooperation
A person or a group will “lose” something because of the change
Helps avoid major resistance Can be Expensive; can cause other to seek similar “deals”
Other methods don’t work or are too expensive
Can be quick and inexpensive
Can create future problems if people sense manipulation
Explicit and implicit coercion
Speed is important and change agent has power
Quick; overpowers resistance
Risky if people get “mad”
Resistance to Change Part B
From
To
The Kosher Pig
Typ
e of
con
flic
ts
Source of Conflict
Level of Conflict
Source: Organizational Behavior, Schermerborn, Hunt, Osborn & Uhl_Bien 11e edition Chapter 10: Conflicts and Negotiations pp. 240, Fig. 10.4
How?
Exercise: Part 1The Organizational Stress: Misalignment of Expectations:
What’s in It For Me?
The Art of Balancing Giving and Receiving Relevant Value Me
Why ?
Exercise: Part 2 Conflict Resolution: Misalignment of Opinions
Book Smarts Versus Street
Smarts
Blending Experience, Culture and Performance
Exercise: Part 3 Change Management: Misalignment of Attitude:
Attitude With Latitude The implementation of the Act for
Electronic Records
questions?Any
SolutionsPerformance Through Culture
is
I am Listening!
Your Feedback
valuable!
Thank you!
Doron Zilbershtein
SolutionsPerformance Through Culture
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