Communication and management Change

COMMUNICATION AND MANAGEMENT CHANGE 4

Communicationand management Change

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Thearticle making conflict management a strategic advantage has pointedout to five vital elements that can make conflict managementbeneficial to the organization. It abundantly clear from the articlethat conflicts can have dire consequences to the organization ifproper management is not applied. However, according to the article,conflicts can be managed in such a way that they led to productivity,retention and lows rates of turnover. The way an organization’smanagement handles a conflict is essential in ensuring that anorganization makes the right decisions and also remain competitive(Thomas, 2012). Managers must come up with conflict managementprograms that ensure that conflicts are reported quickly and thatthere are strategies for solving these conflicts effectively andcleanly. This will result in tremendous gains in terms of the timethat an organization saves and the costs that are saved through hoursthat would have been lost.

Itis apparently evident from the article that there are conflicts thatare related to tasks. Conflicts arise when diverse opinions and ideasare brought on board and some of them are ignored. Effective handlingof conflicts enables such ignored ideas to be considered and includedin the decision making process on the basis of their merit. There arefive strategies that are pointed in the article that can be used tomake conflict management a strategic advantage in an organization.The author points out to developing conflict literacy, measuringconflict styles, building conflict management skills, involving topmanagement, and using conflict-focused team building andinterventions as the five strategies that can be used to gain makeconflict management a strategic advantage (Thomas, 2012). Themanagement of an organization must create literacy of conflictmanagement to all the employees by offering the definition ofconflict and the pointing to the various conflict handling modeswhich are competing, collaborating, avoiding, compromising andaccommodating.

Measuringconflict styles is another strategy that ensures that conflictmanagement becomes a strategic advantage. The author of the articleasserts that the employees must understand which conflict handlingmode to use in different situation. For instance, it has been foundout that avoidance is best for personal conflicts while collaborationis best for task related matters requiring decision making.Involvement of top management is essential for the making conflictmanagement a strategic advantage. Top management makes theorganizational culture an open affair.

Kotter’sleadingchangeasserts that there needs to be communication to all stakeholders whenmaking a change in an organization. The views of all the employeesmust be put into consideration. This is the same case that is beingargued in the article where the author argues that decision makingconflicts require the involvement of all the people (Kotter,1996). It is essential to make people feel important by incorporatingtheir views and opinions into the decision making process. It is alsoessential to get feedback from the stakeholders on the effectivenessof any decision that is made. This is a strategy that manages taskrelated and decision making related conflicts effectively turns theminto strategy advantages.

Kotterand Cohen in Theheart of changeasserts that change in an organization can either be successful orcan fail depending on the approach that an organization uses. It isevident from the article that the article being reviewed thatnumerous people resist change since they see it a way of correctingtheir flaws rather than as a way of building on their strengths.Kotter and Cohen propose that managers in organizations should appealto the employees if they want to adopt change (Kotter&amp Cohen, 2012).It is clear that his can only be achieved through making theemployees feel important by involving them in decision makingprocesses.

Reference

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Kotter,J. P., &amp Cohen, D. S. (2012). Theheart of change: Real-life stories of how people change theirorganizations.

Kotter,P. (1996). Communication and the management of change. Leadingchange.Boston: Harvard business school press.

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Thomas,W. (2012).Making Conflict Management a Strategic Advantage. Whitepaper.