How can you manage conflicting interests in change management for a large group?

Conflicting interests is a natural consequence of change. It’s important to be open to what those interests are and take the time to explore the implications of those, sometimes contradictory, perspectives. Being open to those views adds richness to understanding the complexity of the climate and landscape of the change. It’s easy to underestimate where key influencers will come from, they’re not always in the formal hierarchy. Seeking input and creating forums for discussion that are psychologically safe pave the way for creativity, and ensure silly mistakes like going backwards, instead of making progress don’t occur.

For me its important to include the people who have the actual structural power to make changes, the strongest objectors/voices, and to actively make an effort to include those who, in a systemic hierarchy, do not have easy access or are struggling to be heard.

Identifying & engaging key influencers/stakeholders early in a change management process—and intentionally engaging them in every step throughout—can make or break a change management process in my experience. Missing this step early on can lead to unintended stalls in your change process and adversely impact the communication and direction of your initiative. Covey’s advice to us all to “begin with the end in mind” rings true here, in that change initiatives are best positioned for success when you assess your stakeholder landscape early on and remain attentive to their needs, motivations, etc. throughout.

Conflicting interests in larger group is always expected and efficient strategies should be laid down proactively to manage them. One strategy to deal with these conflicts in change management is to put down all of them explicitly in black and white and enumerate the pros and cons of them to the entire group. The next step is to engage top stakeholders to take the lead in seeing for themselves the two aspects and focusing their perspective to the remedial process. In doing so, the key influencers would have the opportunity to vent and gradually be convinced to give in to the pros rather than the cons.

I agree with this one. It is very important to consider the key influencers when dealing with change of management because these are the people who we are working with.

Most rational people are able to accept that change is happening and enter into the transition phase if they have clarity around the purpose of the change. The other thing we must always honor as Heifetz tells us is that it's not the change that's the issue, it's the perceived loss connected with the change. What/Who will people grieve when the old way is gone? How can/will this change help fill in the gaps or provide an even better experience? The benefits will need to outweigh or at least mitigate the real or perceived loss. We cannot neglect the emotions of change. It's not just logistics. Allow people to be human through the process.

Be sure to clearly communicate the Why behind the change and connect to organizational mission vision and values. This will help determine if the source of the conflict is organizational or personal misalignment with organizational values.

Meiner Erfahrung nach ist es im Change Management extrem wichtig alle Beteiligten dort abzuholen, wo sie aktuell stehen. Es geht also darum eine Brücke von der individuellen Situation zur gro?en Vision zu schaffen, so dass sich jede*r auf die Ver?nderungen einlassen kann. Dabei ist es wichtig, Widerst?nde ernst zu nehmen und genau auf die Bedürfnisse zu h?ren, die sich ggf. dahinter verstecken.In vielen F?llen l?st sich der Widerstand in Luft auf, sobald das Individuum sich geh?rt und gesehen fühlt. Auch wenn nicht alle Bedürfnisse berücksichtigt werden k?nnen, geht es darum sie wertzusch?tzen und ihnen Raum zu geben. Denn die meisten Menschen haben gro?e Freude am Beitragen, sobald sie sich gesehen fühlen.

In my experience, I have come to discover that people are most likely going to take ownership of a given project if it directly benefits them. It is important to state clearly what participants will stand to gain at any given time and also emphasize what they will stand to lose if they don't align to new changes.

The most impactful way to manage conflict during a change management process is to bring the issues out into the open. Find out what each stakeholder has concerns about and find a way to mitigate against those concerns. Ask for solutions from the people most impacted by asking solution oriented questions, 'what does your most desirable outcome look like', acknowledge that and then move on to asking 'within the limitations of this change, what would that outcome look like?' Move towards creating a process that seeks to create coherence across teams within the change. People typically understand each other's point of view when it is discussed openly and positioned within a 'how can we help each other scenario'.

Konflikte sind immer ein Hinweis auf unerfüllte Bedürfnisse in Einzelnen. Deshalb ist es wichtig herauszufinden, um welche Bedürfnisse es sich handelt und wonach sich die Konfliktparteien sehnen. Abseits von L?sungen und Strategien geht es oft darum, mit den eigenen Bedürfnissen gesehen zu werden und erleben zu k?nnen, dass ich für andere wichtig bin. Fühle ich mich übergangen, bevormundet oder überfordert, reagiere ich mit unangenehmen Gefühlen und suche mir etwas auf der Sachebene, worüber ich diskutieren oder streiten kann. Deshalb ist es wichtig, die Argumente auf der Sachebene nicht mit den darunter verborgenen Bedürfnissen zu verwechseln.

Organizations are perfect breeding grounds for conflict. While the organizational structure and process are set, market demand and supply, internal regulations and process, and people viewpoints evolve.

In my experience, you have to call out the elephant in the room and have the difficult conversations before a group can really move forward with productive change. It can be emotional for some participants, but that means they are really invested, really care, or deeply impacted by what’s going on with the team.

Feedbacks are important and this is because it empowers and embolden people to share their opinions and have their voices heard. While getting feedbacks on certain sensitive issues, efforts should be made by facilitators to provide for anonymity of respondent to protect them.

Das Feiern von getaner Arbeit und erfolgreichen Schritten im Change Management ist ein wesentlicher Schlüssel zu aktiver Teilnahme und gro?er Motivation aller Beteiligten. Oftmals wird das Feiern und Wertsch?tzen vergessen oder untersch?tzt. Dies hat katastrophale Auswirkungen auf die Prozesse im Change Management. Teilen Sie Ihre Freude über erledigte Aufgaben und erfolgreiche Ver?nderungen, indem Sie benennen und honorieren, was Einzelne dazu beigetragen haben. So bleibt das Engagement erhalten und die Arbeit geht leichter von der Hand.

Rewards and commendations are important sustainer of change. It improves confidence within the group and ensures deeper commitments of individuals to any given cause.

Ensure your leaders have a clear vision of the end result of the change.Then develop a change management plan to move between the organization of today, and the vision. The plan should contain these steps: 1. Choose the team to lead the change. 2. Develop tactics/actions required to achieve your change vision. 3. Develop a training plan. 4. Create positive experiences as people try out new skills related to the change. 5. Check progress for each stakeholder group against the plan. 4. Put in place a system to identify and remove barriers preventing people from implementing the change. 5. Create heroes out of people who act in ways to support the change. 6. Create positive memories once the change has been achieved. Celebrate success.

I have found that people have a built-in ability to sense a phoney. Authenticity is critical to make any change message stick. Honesty and clarity backed by genuine authenticity are the only ways to manage conflicting interests in change management for a large group.

One thing that helps to prevent conflict in change management is to engage those who influence decision-making in the change strategy and plan review. A lack of alignment between expectations and of what is possible (what will be done as part of the change plan and what various stakeholders expect will happen) creates much conflict. Tim Creasey has a great story about “The Easter Bunny Paradox.” In essence, everyone has a different vision. In change initiatives, it is imperative to be crystal clear on the change plan deliverables.

Identify where each individual stands with the change and WHY on the change matrix. Establish that we will not make any decisions today but we will have an open conversation about it where every voice can be heard. Utilize your own influence and influence of others to get the buy-in of at least 30% before any voting or decision making. Identify champions of change and recruit them to be your allies and active champions not just anti resistors.

Make conflicting interests apparent to all. Use your position to highlight what you think you saw and heard, you might even call them "your assumptions" and elegantly state "...but of course I could be wrong". Do realize that there are many ways to reveal your point(s) of view and enjoy the fact that tension(s) contribute(s) to focus attention and fuel resolution.