Topic time estimate: 4 Minutes
A study by Coch and French analysing 4 different factory worker group’s reaction to change, found that the type and size of the technical aspect of the change do not determine the presence or absence of resistance nearly so much as does the human aspect of the change. Whilst changes occur smoothly and frequently in tightly knit workgroups, top-down imposed change projects are almost immediately met with resistance, that negatively impacts cooperation, output, and performance, and increases aggression, conflict, grievance cases, and resignations.
Conflict resolution in change is about enabling executives and managers to establish a dialogue to manage resistance, resolve issues and conflicts and make room to innovate and co-create better change-outcomes.
“People don’t resist change. They resist being changed.Peter M. Senge, Senior Lecturer at MiT
This course is designed for change leaders in middle management and executive positions, whose businesses are undergoing change.
At the end of this course, you will:
Below is the overview of what will be covered in each session: