Conflict Resolution and Change Management in Leadership Assignment

This document provides comprehensive answers to a leadership assignment focusing on conflict resolution and change management within an organizational context. The assignment addresses key areas such as anticipating and resolving staff resistance to change through negotiation, finding common ground, and documenting agreements. It identifies reasons for change implementation failures and explores various training methods. The solution covers financial practices for employee motivation, grievance procedures, the purpose of grievance procedures, and the concept of 360-degree feedback. It also defines different types of conflict, identifies signs of impending difficulties, and outlines the facts needed for incident documentation. The document further explores the negotiation process, the importance of championing organizational positions, and the distinction between workplace agreements and common law contracts. Finally, it suggests methods for informing staff about organizational policies and the legal implications of agreements.

Questions Answers
Question 1
Resistance in an organization is normal, and its main cause is change. Despite change
being inevitable, most staff oppose change due to the fear of the unknown. New policies,
ways of doing things, etc. may leads to problems in the adoption by the employees.
According to Steele & Beasor (2017), negotiation involves talking with the staff to hear their
reasons for resistance aiming clarifying issues and removing their fears. Also, it ensures that
the employees are comfortable with the new changes.
Finding a common grounds occurs between the management and the staff finding an
amicable solution to the resistance problem of the staff. The management takes measures to
ensure that the staff are able to execute the changes with ease through training and
development to ensure that they have the relevant skills for the new tasks.
Documenting any agreements is the last stage of management and employees
engagement. It comes after both grounds have come to conclusion on how to reduce the
resistance. The agreements are documents for guidance and remembrance to be used by both
parties in case of any conflicts occurring in the future.
Question 2
i. Unwillingness or reluctant of the employees to implement the change
ii. Lack of better planning by the management on the process of change implementation
iii. Lack of adequate resources to implement the change in terms of skilled personnel and
capital.
Question 3
According to Clark (2014), training methods include,
i. Computer Based Training
ii. Interactive Methods

iii. Instructor-led Training
iv. Hands-On Training
v. Online Training
Question 4
Financial rewards to employees act as extrinsic motivator, which win their loyalty and
increase their productivity in the firm. They include:
i. Firms profit sharing with the employees
ii. Allowing their workers buy companies products at a lower fixed price than the market
price
iii. Raising their pay after continuous good performance
iv. Giving them bonuses.
Question 5
i. Complaint procedure form to HR
ii. Letter affirming the complaint from HR
iii. Complaint procedure for to Vice president of the department
iv. Letter affirming the complaint from Vice president
v. Grievance resolution letter
Question 6
Grievance procedure is a means of dispute resolution in a firm aimed at addressing the
complaints of employees, suppliers, competitors. It helps provide a hierarchical structure of
solving disputes and also provides reference for future disputes resolution.
Question 7
The 360-degree feedback is a system, which is secure, confidential, and reliable a firm
uses to obtain feedback regarding its operations from the colleagues.

Question 8
Apparent conflict- it occurs where one party has conflict of interest in the matter
hence the judgment is likely to be compromised.
Destructive conflict- it occurs where the parties involved are not able to find an
amicable solution to the issue at hand. It leads low job performance as the parties involved
can’t speak to each other or have civilized talks (Vettori, 2016).
Question 9
In the firm, sign or impending difficulties include,
i. Decrease in employees’ morale in the job
ii. Low productivity in the firm
iii. Conflicts among employees on minor issues
iv. Increase employees turnover levels
Question 10
The facts one need to have before documenting an incident include.
i. The parameters of the incident
ii. Parties involved
iii. The risk the incident poses to the firm
iv. Possible resolution method
Question 11
In case of conflicts in the firm, it is important to report to your leader for resolution
before it escalates to bring problems. The leader may be your supervisor or department
manager.
Question 12
i. Preparation and planning
ii. Definition of ground rules

iii. Clarification and justification
iv. Bargaining and problem solving
v. Closure and implementation
Question 13
Championing an organizations position is important to ensure all the stakeholders
perform their duties according to accomplish the set goals. This move aims at motivating all
parties ensuring that the firm meets its objective. It also remind all parties their duties towards
ensuring that the firm achieves its targets.
Question 14
Workplace agreement entails a formal document containing certain terms and lodged
formally with an authority. On the other hand, common law contract exists when one engages
an employee whether it is verbal or written (Banks, & Banks, 2011).
Question 15
i. Calling meetings to inform them about the firms’ policies and strategies
ii. Writing memos to the staff to inform them
iii. Talking about the strategies and policies in all meeting as a way to keep reminding
them.
Question 16
Agreements are binding to the parties involved and in an event; one party breaches the
contract it must pay the harm the other party incur. In case this does not occur, the other party
can file a lawsuit in demand for compensation (Macaulay, 2018).

References
Banks, T. L., & Banks, F. Z. (2011). Corporate legal compliance handbook. Aspen
Publishers Online.
Clark, R. C. (2014). Evidence-based training methods: A guide for training professionals.
American Society for Training and Development.
Macaulay, S. (2018). Non-contractual relations in business: A preliminary study. In The Law
and Society Canon (pp. 155-167). Routledge.
Martin, B. O., Kolomitro, K., & Lam, T. C. (2014). Training methods: A review and
analysis. Human Resource Development Review, 13(1), 11-35.
Steele, P. T., & Beasor, T. (2017). Business negotiation: A practical workbook. Routledge.
Vettori, S. (2016). The employment contract and the changed world of work. Routledge.