Organizational Change and Conflict:
Challenges and Opportunities
for Organizational Ombuds
Tom Ward, MPA
University Ombudsman for Staff
Clemson University
Overview
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Why this topic?
Organizational change – complexity and
ramifications
Motivation for change
Types of organizational change
Common resistance in designing,
implementing and managing change
The role of the organizational ombudsman
Q&A/discussion
Organizational Change and Conflict:
Challenge and Opportunity
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Why this topic?
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Changes within organizations often create
predictable tensions and conflict(s).
Organizational ombudsmen can help minimize
the negative impact of tensions and conflict(s).
Organizational Change and Conflict:
Challenge and Opportunity
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Organizational Change:
Complexity and Ramifications
Organizational change is
often overcomplicated by
bad execution and
lack of clarity and a plan.
Organizational Change and Conflict:
Challenge and Opportunity
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Organizational Change:
Complexity and Ramifications
“Organizations don't change.
People do, or they don't”
“If staff don't trust leadership, don't
share the organization's vision, don't
buy into the reason for change, and
aren't included in the planning, there will
be no successful change – regardless of
how brilliant the strategy.”1
Change Management Wisdom
Strategy, Planning, and Communication During Change
By Susan M. Heathfield
Organizational Change and Conflict:
Challenge and Opportunity
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The Challenge for Successful Organizations:
Esprit de Corps
Morale of a group, a term used for the
capacity of people to maintain belief in
an institution or a goal. The capacity of
a group of people to pull together
persistently and consistently in pursuit
of a common purpose, particularly in
times of stress or controversy.
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Challenge and Opportunity
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Motivation for
Organizational Change
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What influences an organization to make
changes?
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External factors/forces
Internal factors/forces
How do organizations go about designing change
processes?
What role can an organizational ombudsman play
throughout a change process?
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Challenge and Opportunity
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Types of
Organizational Change
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Changes in ownership/control
Company reorganization/restructuring
Changes in management
Changes in type, use and conditions of employees
Changes in consultation
Change in influence of trade unions
Change in customer expectations
Changes in quality management issues
Change in market conditions/competition
Change in legislation/government policy/regulation
Changes in technology
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Challenge and Opportunity
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Common reasons why
people resist change8
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Perceptions: people perceive the risk of
changing is greater than whatever the
consequence is of not changing.
Familiarity: People feel connected to the “old
way”.
Beliefs: People genuinely believe that the
proposed change is a bad idea.
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Challenge and Opportunity
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Common Factors
Leading to Resistance2
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What are some of the common factors that lead to
resistance to organizational change?3
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Lack of consistent, quality communication
Lack of understanding of change initiative and rationale
Management inconsistency
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Management relationships:
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Leaders may lose confidence in change process if business results are
disappointing.
Sustainability gets challenged by change in personnel and length of time to
institute change
Confidence and trust
Management style
Employee relationships:
Participation
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Challenge and Opportunity
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Organizational Culture Change:
Research Findings3
Why is organizational culture important?
Organizational culture change represents the second most prevalent type of
organizational change (28+%). (source: Smith, 2003 3)
Culture change usually occurs in combination with other types of change.2
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Challenge and Opportunity
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Organizational Culture Change:
Research Findings3
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Only @ 19 % of culture change efforts have positive outcomes.
Success is more likely when sponsors of the change effort are perceived to
be organizational leaders other than executive (President, CEO/COO, etc.)
Competition, customer input and complaints are common reasons for
change.
Success most highly correlates with the following perceptions:
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change and innovation are rewarded,
the change effort was kept small and manageable,
a dedicated, capable project team was assigned to the project,
there was visible support from the sponsor throughout the project, and
progress was tracked and publicized.
Failure correlated most strongly correlates with ineffective, missing or
conflicting leadership and a clash with the existing culture.
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Challenge and Opportunity
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Organizational Change:
Learning from Research3
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Two items of significance related to success of culture change:
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the change was part of your stated business strategy, and
change and innovation are rewarded in your organization.
Culture change should be closely related to business strategy.
Managers showed limited awareness of many of the most significant success
factors and barriers to culture change.
The role of the sponsor of change effort is critical in:
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Positioning the culture initiative as part of the business strategy
Developing sustaining support for the change among key executives and stakeholders
Organizing resources and protecting project commitments from other organizational
priorities,
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Communication throughout a change process is critical to developing and
maintaining stakeholder support.
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How can OO’s use this information in their practice to bring
value to their organizations?
Organizational Change and Conflict:
Challenge and Opportunity
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Organizational Change:
Learning from Research3
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Executive and departmental leadership should be on the same page in support
of the change.
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Executive leadership controls strategy and resources while middle management
coordinates deployment of resources to accomplish strategic objectives.
Given low success rates, developing viable contingency strategies to use
if/when barriers are encountered.
Planning should emphasize keeping change manageable:
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Phasing the change effort.
Involving the management hierarchy.
Determine “successive approximation” targets.
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Succession planning
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How can OO’s use this information in their practice to bring
value to their organizations?
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Challenge and Opportunity
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Q&A/Discussion
Questions
Discussion
Evaluation
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Challenge and Opportunity
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References
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Change Management Wisdom: Strategy, Planning, and Communication During Change, By Susan M.
Heathfield (About.com: Human Resources)
Resistance to Organizational Change: Linking Research and Practice. Dennis G. Erwin and Andrew N.
Garman. Leadership & Organization Development Journal. Vol. 31 No. 1, 2010, pp. 39-56
Changing an Organisation’s Culture: Correlates of Success and Failure. Martin E. Smith, (2003),
Leadership & Organization Development Journal, Vol. 24 Issue: 5
Organizational Culture and Leadership. Schein, E.H. (1992), 2nd ed., Jossey-Bass, San Francisco, CA
Organizational Theory: Modern, Symbolic and Postmodern Perspectives. Hatch, Mary Jo. (1997). Oxford
University Press.
Beyond ADR: A Systems Approach to Conflict Management. Lynch, J. F., (July, 2001) Negotiation Journal:
pp. 207-216.
The Biggest Mistakes in Managing Change by Carol Kinsey Goman, Ph.D. Innovative Leader Volume 9,
Number 12, December 2000
Managing Organizational Change, 3rd Edition by Patrick E. Conner, Linda K Lake, Richard W. Stackman
(Greenwood Publishing Group, Inc., 2003)
Organizational Change and Development, Carter McNamara, PhD, Authenticity Consulting. LLC.
(Managementhelp.org)
Failed Culture Change Aimed at More Service Provision: A Test of Three Agentic Factors,.Petra Yolanda
Jorritsma, Celeste Wilderom, (2012). Journal of Organizational Change Management, Vol. 25 Issue: 3
Workplace Change and Employee Mental Health: Results from a Longitudinal Study. Loretto, W., Platt, S.
and Popham, F. (2010),. British Journal of Management, 21: 526–540.
Understanding Failure to Change: A Pluralistic Approach and Five Patterns. Renate A. Werkman,
Leadership & Organization Development Journal, Vol. 30 No. 7, 2009, pp. 664-684
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