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Solutions
Performance Through Culture
 The
Agenda

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……

Years
B
Brain Power!
rain
P ower
1000
10
1000
20
1000
1 30
2 (3) 1000
4 (7) 40
5000
7
1000
10
1000
20
1000
30 And the correct answer is…..?
1000
40
4000 100 4100
 nal
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Change
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 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 Character

Attitude

Temperament

Mood
Julia Goldberg, Daphnia Brown,
Chicago Illinois Atlanta Georgia

Jeff Borski,
Enrique Ruiz, Nashville Tennessee
Miami Florida

Nancy Chen, Hirau Mitsue,

Seattle Washington Palo Alto, California
 Right
Left Brain Brain
 Self Awareness Social Awareness
Understanding our emotions Empathy; understanding the
and their impact on ourselves emotions of others and their
and other impact on relationships

Emotional
Intelligence
Competencies

Self Management Relationship

Self-regulation; thinking Management
before acting and staying in Rapport; making use of
control of our emotions emotions to build and
maintain good relationships
 Further Reading

Work Related Stress in Nursing

Controlling the Risk to Health
http://www.opas.org.br/gentequefazsaude/bvs

Source:
http://www.mrfatloss.com/tag/stress-management

Source:
http://positivesharing.com/2006/11/top-5-myths-abo
 The
Need to
Change

Source: Organizational Behavior,

Schermerborn, Hunt, Osborn &
Uhl_Bien 11e edition Chapter 14:
leadership Challenges and
Organizational Change, pp. 355,
Fig. 14.7
 Don’t expect
everyone to agree
to your change
initiative!
Sense of

Urgency
Sense of

Relevancy
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.
•Specific actions are
taken to create
change.

•Helps employees
Cha nge
learn new concepts or
points of view.
•
•Role models,
mentors, experts,
benchmarking results,
and training are
useful mechanisms to
facilitate change
 •Changes are
reinforced and
stabilized.
•
•Leader (change agent)
Freeze integrates the changed
behavior or attitude
into the normal way of
doing things.

•Coaching and
modeling help
reinforce the stability
of change.

•Rewarding new
 Resistance to Change Part A

Method Use When Advantages Disadvantages

Education and People lack information Creates willingness to help Can be very time consuming
Communication or have inaccurate the change
information

Participation and Other people have Adds information to change Can be very time consuming
involvement important information planning; builds commitment
and/or power to resist to the change

Facilitation and Resistance traces to Satisfies directly specific Can be very time consuming
support resource or adjustment resources or adjustment and expensive
problems needs

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 B

Method Use When Advantages Disadvantages

Negotiation and A person or a group Helps avoid major resistance Can be Expensive; can cause
agreement will “lose” something other to seek similar “deals”
because of the change

Manipulation and Other methods don’t Can be quick and Can create future problems if
cooperation work or are too inexpensive people sense manipulation
expensive

Explicit and implicit Speed is important and Quick; overpowers Risky if people get “mad”
coercion change agent has power resistance

Source: Organizational Behavior, Schermerborn, Hunt, Osborn & Uhl_Bien 11e edition
Chapter 14: leadership Challenges and Organizational Change, pp. 359, Fig. 14.9
From

To
The Kosher Pig
 Source
of Conflict

of conflicts
Type

Level
of Conflict
 w?
Ho
Source: Organizational Behavior, Schermerborn, Hunt, Osborn & Uhl_Bien 11e edition
Chapter 10: Conflicts and Negotiations pp. 240, Fig. 10.4
 Exercise: Part 1
The Organizational Stress: Misalignment of Expectations:

?
Why
What’s in It For Me?
The Art of Balancing

Me
Giving and Receiving
Relevant Value
 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
 n
A y
questio ns?

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dback
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 Thank you!

Doron
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