Identification of problems of carrying out strategic changes. Coursework: Making Strategic Changes in a Campaign Article of the Year Problems Making Strategic Changes

Holding strategic changes creates the conditions in the organization necessary for the performance of tasks strategic plan. To do this, it is necessary to identify problems that should be solved as part of the ongoing changes.

Evans and Bjorn's law. No matter what trouble happens, there will always be someone who knew that it would be so.

The emergence of problems in the activities of the organization that impede the implementation of the strategic plan and require strategic changes may be due to various external and internal reasons. It is important to note here that some of these problems are obvious to managers. Any qualified leader can formulate the problems that exist in his field of activity without conducting a special analysis. Such problems lie on the surface.

Other problems are not so obvious ( hidden problems), the existence of which is revealed as a result of a special analysis. For example, there is a decrease in sales, the market share is decreasing, but these are only symptoms, and it is important to identify the causes of their manifestation. Everything needs to be explored possible reasons symptoms that have appeared.

If there are several problems (and in practice this is a common occurrence), then after the discovery and description of each problem, their comparative analysis is carried out, the priority of their solution is determined.

Hellrang's law. Wait - and the bad will disappear by itself. An addition to it, proposed by Shavlson: "... causing the due damage."

A clear, concise statement of concerns is key to the successful development of a strategic change plan.

To identify the problems that arose during the development and implementation of the strategic plan, consider the method of logical-semantic modeling.

The procedure for identifying problems includes the formation of a catalog of problems and its structuring. The most difficult task is the formation of a catalog of problems (edited, but disordered in the field of relationships "cause - effect" list of problems). There is even a strong belief that if the problem is correctly formulated, then it can be considered partially solved. Identification and correct formulation of the problem is creative process, which can hardly be formalized. This process is based on the expert method used to compile a list of problems and their expertise. Managers and specialists with sufficient knowledge in the field of the studied problems are involved in the expert survey.

The initial list of problems received as a result of the expert survey is compiled by employees working group. Completed and coded questionnaires are examined and processed.

Examination of the original list of problems involves the exclusion from the list of identical problems that are similar in content but differ in wording and replacing them with a problem with a generalized wording.

As a result, the original list "shrinks" and turns into a catalog of problems.

The connection of problems is most often subject to the dialectic of the relationship "cause - effect". On a set of problems of the catalog the binary relation "causality" is used. The ego attitude characterizes one problem as a cause, another as a consequence, or these problems may be incomparable. (On closer examination problem situation the precedence relation can also be used.)

Based on the foregoing, we can formulate a sequence of procedures performed when compiling a catalog of problems and its structuring:

• 1. Identification of problems and the formation of their complete list (catalog) based on an expert survey. Experts highlight the problems that have arisen in the field of strategic change. The problem should be formulated quite specifically. It is impossible to allow generalizing formulations of problems that almost completely cover the content of the corresponding area of ​​strategic changes. For example, it is inappropriate to allow statements such as "Corporate culture prevents strategic change." Such a formulation of the problem, overlapping the content of all the problems of a given area of ​​change, obviously becomes a basic, cardinal problem. At the same time, it is too general.
• 2. Establishing and measuring causality relationships between catalog problems. This procedure can also be carried out on the basis of an expert survey in an on-line mode with a computer. With a limited number of problems (approximately 10-20), this procedure can be carried out "manually" by filling out the table. 10.1, which provides an example of a possible set of challenges in making strategic change and measuring it in terms of cause and effect.
• 3. A pairwise comparison of all problems is made according to the relationship "cause - effect". The problem "cause" is assigned 1 point - "1", the problem "consequence" - "O", problems not related to this relationship receive "O". These estimates are presented in the form of a tournament table (Table 10.1).
• 4. Basic problems are identified, i.e. problems that have the largest number points.

Table 10.1

The results of assessing the problems of carrying out strategic changes in the relationship "cause - effect"

In our example, the problem that must be tackled first of all is problem 1 (there is no thoughtful approach to determining the content of the changes being carried out), as well as problem 8 (the experience of qualified experts is not sufficiently used when preparing a plan for implementing strategic changes). After solving these problems, prerequisites are created for the successful solution of other problems-consequences. It should also be noted that problem 9 (not given due attention to the rationale for the need for strategic changes) in terms of its basic level is also of high importance.

Based on the table. 10.1, it is possible to construct a graph in which the problems, taking into account their assessment, are separated by levels that characterize the degree of their basic ™. So, at the first level of the graph, the problems that have scored the largest number of "ones" are presented. The next levels sequentially form problems with a smaller number of "ones". At the last level, there are problems that, in relation to all those considered above, are a consequence (they have only “zeroes”). (Details of using the pairwise comparison method to construct a problem graph are discussed in |2|.)

If it is not possible to simultaneously solve all the basic problems, then it is possible to rank the problems by priority (determining their weight).

Grossman misquoting H. L. Mencken's law. Complex problems always have simple, easy-to-understand, wrong solutions.

The identification of problems carried out in this way, the determination of their mutual influence, make it possible to create the necessary prerequisites for the development and analysis of ways (methods, means) for solving these problems.

To virtues this method should include:

• 1) relative simplicity and speed of its implementation;
• 2) the allocation of basic, cardinal problems makes it possible to concentrate efforts and resources on solving the really most important problems;
• 3) structuring, streamlining problems make it possible to analyze the causes of problems, assess their relevance and urgency, determine the relationship of this problem with other problems.

Among the main shortcomings of this method, and in general terms of all methods based on expert assessments, include the following:

• 1) it is difficult to assess the degree of completeness and reliability of the information provided by the experts. There is no complete certainty that the experts really identified all the main problems and correctly identified the relationship between them. Analysis of the identified problems sometimes suggests the absence of any problems. On the one hand, experts can be invited to add them additionally to the catalog of problems. On the other hand, it is still ours the main task- this is the identification of the most important, basic problems. The absence of some necessary problem in the initial catalog does not mean that the experts made a mistake. It is possible that this problem is not of fundamental importance for the given object of study;
• 2) the absence of an explicit analytical substantiation of the identified problems, although qualified experts, when formulating and analyzing problems, can use such analytical information;
• 3) individual experts may not want to identify all the problems. With a clear formulation of the problem, it is possible that the “culprits” of its occurrence, errors and insufficient competence of the person who made the appropriate decision will be revealed.

Taking into account the identified basic problems of carrying out strategic changes, the content of the strategic plan is specified and a plan for carrying out changes is developed. The scope of activities, the timing of the changes, as well as the resources required for their implementation are determined.

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Executing a strategy involves making the necessary changes, without which even the most well-designed strategy can fail. Therefore, with full confidence it can be argued that strategic changes are the key to the implementation of the strategy.

Making strategic change in an organization is a very difficult task. The difficulties in solving this problem are primarily due to the fact that any change encounters resistance, which can sometimes be so strong that those who carry out changes cannot overcome it. Therefore, in order to make changes, you must at least do the following:

Uncover, analyze and predict what resistance a planned change may meet;

Reduce this resistance (potential and real) to the minimum possible;

Set the status quo to a new state.

The bearers of resistance, as well as the bearers of change, are people. In principle, people are not afraid of change, they are afraid of being changed. People are afraid that changes in the organization will affect their work, their position in the organization, i.e. established status quo. Therefore, they seek to prevent changes in order not to get into a new situation that is not entirely clear to them, in which they will have to do something different from what they are already used to doing, and do something different from what they did before.

Attitude towards change can be viewed as a combination of the states of two factors: 1) acceptance or non-acceptance of change; 2) open or hidden demonstration of attitude to change (Fig. 2.1).

Fig.2.1.

Based on conversations, interviews, questionnaires and other forms of information gathering, the management of the organization should try to find out what type of reaction to changes will be observed in the organization, which of the employees of the organization will take the position of supporters of changes, and who will be in one of the three remaining positions. Such forecasts are of particular relevance in large organizations and in organizations that have existed without changes for a rather long period of time, since in these organizations resistance to change can be quite strong and widespread.

Reducing resistance to change is key to bringing about change. An analysis of the potential forces of resistance allows you to reveal those individual members of the organization or those groups in the organization that will resist change, and to understand the motives for not accepting the change. In order to reduce potential resistance, it is useful to bring people together in creative groups that will contribute to the change, involve a wide range of employees in the development of the change program, conduct extensive explanatory work among the employees of the organization aimed at convincing them of the need for change to solve the problems facing the organization.

The success of the change depends on how management will implement it. Managers should keep in mind that when making changes, they should demonstrate high level confidence in its rightness and necessity and try to be as consistent as possible in the implementation of the program of change. At the same time, they should always keep in mind that as change is made, people's attitudes may change. Therefore, they should not pay attention to a little resistance to change and it is normal to treat people who initially resisted change, and then this resistance ceased.

Big influence The extent to which management manages to eliminate resistance to change is influenced by the style of change. A leader can be tough and relentless in eliminating resistance, or they can be flexible. It is believed that the autocratic style can only be useful in very specific situations that require the immediate elimination of resistance when conducting very important changes. In most cases, it is considered more acceptable a style in which management reduces resistance to change by bringing to its side those who were initially opposed to change. Very successful in this regard is the participatory style of leadership, in which many members of the organization are involved in solving problems.

When resolving conflicts that may arise in an organization during change, managers can use different leadership styles. The most pronounced styles are the following:

* a competitive style that emphasizes strength, is based on perseverance, the assertion of one's rights, proceeding from the fact that conflict resolution implies the presence of a winner and a loser;

* the style of self-elimination, manifested in the fact that the leadership demonstrates low perseverance and at the same time does not seek to find ways to cooperate with dissenting members of the organization;

* a style of compromise, which implies a moderate insistence on the management of its approaches to conflict resolution, and at the same time a moderate desire for leadership to cooperate with those who resist;

* the style of adaptation, expressed in the desire of the leadership to establish cooperation in resolving the conflict while weakly insisting on the adoption of the solutions proposed by him;

* A collaborative style characterized by the fact that management strives both to implement their approaches to change and to establish cooperative relationships with dissenting members of the organization.

It is impossible to unequivocally state that some of the five styles named are more acceptable for conflict resolution, and some are less. Everything depends on the situation, on what kind of change is being carried out, what tasks are being solved and what forces are resisting. It is also important to consider the nature of the conflict. It is completely wrong to believe that conflicts are always only negative, destructive. Any conflict contains both negative and positive beginnings. If the negative principle prevails, then the conflict is destructive, and in this case, any style is applicable that is able to effectively prevent the destructive consequences of the conflict. If the conflict leads to positive results, such as, for example, removing people from a state of indifference, creating new communication channels, or raising the level of awareness of members of the organization about the processes taking place in it, then it is important to use this style of resolving conflicts that arise in connection with changes, which would contribute to the emergence of as much as possible a wide range positive results carrying out the change.

The implementation of the change must end with the establishment of a new status quo in the organization. It is very important not only to eliminate resistance to change, but also to ensure that the new state of affairs in the organization is not just formally established, but is accepted by the members of the organization and becomes a reality. Therefore, management should not be delusional and confuse reality with formally established new structures or norms of relations. If the actions to carry out the change did not lead to the emergence of a new stable status quo, then the change cannot be considered completed and work on its implementation should be continued until the organization really replaces the old situation with the new one.

2.3 Methods for overcoming resistance to change

As a rule, it is necessary to develop a strategy for overcoming resistance to change for each enterprise separately. First of all, because just as there are no two completely identical organizations, there are no universal rules for overcoming resistance. As noted by J. Kotter and L. Schlesinger, many managers underestimate not only the variety with which people can respond to changes in the organization, but also the positive impact these changes can have on individuals and teams. However, there are still a number of fairly universal methods for overcoming resistance to strategic change. Two groups of methods proposed by E. Hughes (1975) and J. Kotter and L. Schlesinger are proposed for consideration.

Hughes identifies eight factors for overcoming resistance to change:

1. Accounting for the causes of individual behavior in the organization:

* take into account the needs, inclinations and aspirations of those affected by the change;

* Demonstrate individual benefit.

* Sufficient power and influence.

3. Providing information to the group:

* Relevant information relevant to the case and sufficiently important.

4. Achieving a common understanding:

* a common understanding of the need for change;

* participation in the search and interpretation of information.

5. Feeling of belonging to a group:

* a general feeling of involvement in the changes;

* Sufficient degree of participation.

* coordinated group work to reduce opposition.

7. Support for change by the group leader:

* involvement of a leader in a specific working environment (without interruption from direct work).

8. Awareness of group members:

* opening communication channels;

* exchange of objective information;

* knowledge of the achieved results of the change.

J. Kotter and L. Schlesinger offer the following methods to overcome resistance to change:

Information and communication;

Participation and involvement;

Help and support;

Negotiations and agreements;

manipulation and co-optation;

Explicit and implicit coercion.

Let us consider the ways and conditions for the successful implementation of these methods, however, we will first present the results of the analysis in Table 2.2 (Appendix 2).

Information and communication. One of the most common ways to overcome resistance to implementing a strategy is to inform people in advance. Getting an idea of ​​upcoming strategic changes helps you understand the need for these changes and their logic. The outreach process may include one-on-one discussions, group workshops, or reports. In practice, this is done, for example, by conducting seminars by a manager for managers. lower levels. A communication or information program may be perceived as most appropriate if the resistance to the strategy is based on incorrect or insufficient information, especially if the "strategists" need the help of opponents of strategic changes in implementing these changes. This program requires time and effort if it involves participation a large number of people.

participation and involvement. If "strategists" involve potential opponents of the strategy at the planning stage, they can often avoid resistance. In an effort to achieve participation in the implementation of strategic changes, their initiators listen to the opinion of the employees involved in this strategy, and subsequently use their advice. J. Kotter and L. Schlesinger found that many managers are very serious about the participation of staff in the implementation of the strategy. Sometimes it wears positive character, sometimes - negative, i.e. some managers feel they should always be involved in the change process, while others see it as an absolute mistake. Both relationships can create a number of problems for a manager, as neither is ideal.

Help and support can come in the form of opportunities to learn new skills, free time for employees to learn, just the opportunity to be listened to and receive emotional support. Help and support is especially needed when resistance is based on fear and anxiety. Experienced tough managers usually ignore similar species resistance, as well as the effectiveness of this method of dealing with resistance. The main disadvantage of this approach is that it is time consuming, therefore expensive, and yet often fails. If there is simply no time, money and patience, then it makes no sense to use the method of help and support.

Negotiations and agreements. Another way to deal with resistance is to provide incentives to active or potential opponents of change. For example, a manager may offer an employee a higher wages in exchange for a change in job assignment, he can increase an individual employee's pension in exchange for more early term retirement. Negotiation is especially appropriate when it is clear that someone is losing out as a result of the change, but still has significant resistance power. Reaching an agreement is a relatively easy way to avoid strong resistance, although like many other ways, it can be quite costly. Especially at the moment when the manager makes it clear that he is ready to negotiate in order to avoid strong resistance. In this case, he may become the object of blackmail.

manipulation and co-optation. In some situations, managers try to hide their intentions from other people using manipulation. Manipulation in this case implies the selective use of information and the conscious presentation of events in a certain order that is beneficial to the initiator of the changes. One of the most common forms of manipulation is co-optation. Co-opting a person means giving her the desired role in planning and implementing change. Co-opting a team involves giving one of its leaders, or someone the group respects, a key role in planning and implementing change. This is not a form of participation, because the initiators of change do not seek the advice of the co-opted, but only their support. Under certain circumstances, co-optation can be a relatively cheap and easy way to gain the support of an individual or group of employees (more cheap way than negotiation, and faster than participation). It has a number of disadvantages. If people feel that they are being fooled into not resisting change, that they are not being treated equally, or that they are simply being deceived, then their reaction can be extremely negative. In addition, co-optation can also create additional problems if co-opted use their opportunities to influence the organization and the implementation of changes in a way that is not in the interests of the organization. Other forms of manipulation also have disadvantages that can be even more significant. Most people are likely to react negatively to what they consider to be dishonest treatment and lies. Moreover, if the manager continues to have a reputation for being manipulative, he risks losing the opportunity to use such necessary approaches as education, communication, participation and involvement. And it can even ruin your career.

Explicit and implicit coercion. Managers often overcome resistance through coercion. Basically, they force people to accept strategic change through covert or overt threat (threatened with loss of job, promotion opportunities, etc.), or by real dismissal, or by transfer to a lower paying job. Like manipulation, the use of coercion is a risky process because people always resist forced change. However, in situations where a strategy needs to be implemented quickly, and where it is not popular, no matter how it is implemented, coercion may be the manager's only option.

The successful implementation of strategy in an organization is always characterized by the skillful application of a number of these approaches, often in various combinations. However, successful implementation is characterized by two features: managers use these approaches, taking into account their advantages and disadvantages, and realistically assess the situation.

The most common mistake managers make is to use only one or a limited number of approaches, no matter the situation. This applies to the harsh boss who often resorts to coercion, and the employee-oriented manager who constantly tries to attract and support his people, and the cynic boss who always manipulates his employees and often resorts to co-optation, and the intelligent manager who relies heavily on education and communication, and finally a lawyer-type manager who tries to negotiate all the time.

As a rule, changes include the introduction of new methods of work and the appearance of new people, which directly affects the organization's staff. For successful change management, the main thing is to understand the consequences of implementing changes for all participants in the process. Arising in connection with this Problems can manifest themselves in different ways, but basically they are found in several aspects, presented in Table. one.
Table 1
Classification of problems arising in the process of managing organizational changes


Each of these problems is both independent and at the same time closely related to others.
Considering change management in a narrow sense, i.e. as the management of factors influencing the deviation of the system from a given course, the main attention should be paid to the phenomenon of resistance to change, which is considered by many researchers as the main one in a number of problems that arise in the process of managing organizational changes.
After the implementation of the planned measures to implement the changes, there is an inevitable gap in the performance of the company, the changes do not immediately lead to the desired results; in the organization there is a movement to return to the previous position.
It should be noted that the conflict-free implementation of changes in the conditions of cooperation of the entire team is the exception rather than the rule. This is due to the fact that changes are evaluated differently by both the top management of the enterprise and employees. Resistance to change can have different strength and intensity.
The bearers of resistance, as well as the bearers of change, are people. In principle, people are not afraid of change, they are afraid of being changed. People are afraid that changes in the organization will affect their work, their position in the organization, i.e. established status quo. Therefore, they seek to prevent changes so as not to get into a new situation that is not entirely clear to them, in which they will have to do a lot differently than they are already used to doing, and do things that are not what they were doing before.
Attitudes towards change can be viewed as a combination of the states of two factors:
1) acceptance or non-acceptance of the change;
2) open or hidden demonstration of attitude to change (Fig. 2).

Rice. 2. Matrix "change - resistance"
Based on conversations, interviews, questionnaires and other forms of information collection, the management of the organization should find out what type of reaction to changes will be observed in the organization, which of the employees will take the position of supporters of changes, and who will be in one of the three remaining positions. Such forecasts are of particular relevance in large organizations and in those that have existed without changes for a rather long period of time, since in these organizations resistance to change can be quite strong and widespread.
The above issues can be summarized in the following guidance for planning and implementing change management strategies1:
1. Achieving sustainable change requires high degree commitment of employees and leadership based on the vision from the management.
2. It is necessary to understand the culture of the organization and those levers of change that will be effective in this culture. Managers at all levels must have the right temperament and leadership qualities to suit the circumstances of the organization and its change strategies.
3. It is important to create a working environment that leads to change - this means developing the company as a learning organization.
4. The degree of commitment to change is enhanced if the people involved in the changes have the opportunity to fully participate in the planning and implementation of plans.
5. The reward system should stimulate innovation and record success in achieving change.
6. Change strategies must be adaptive, as the ability to respond quickly to new situations and demands that will inevitably arise is vital.
7. Along with success, change will inevitably come with setbacks. It is necessary to expect possible failures and learn from mistakes.
8. Clear evidence and data about the need for change is a powerful tool to start the process, but it is still easier to identify the need for change than to make decisions to meet this need.
9. The focus should be on changing behavior, not trying to impose corporate values.
10. It is easier to change behavior by changing processes, structures and systems than attitudes.
11. It is necessary to anticipate the problems of the implementation process.
12. Resistance to change is unavoidable if employees feel that the changes will make them explicitly or implicitly worse off. Poor change management can provoke a similar reaction. The implementation of the change must end with the establishment of a new status quo in the organization. It is important not only to eliminate resistance to change, but also to ensure that the new state of affairs in the organization is not just formally established, but is accepted by the members of the organization and becomes a reality. Therefore, management should not be delusional and confuse reality with formally established new structures or norms of relations. If the actions to implement the change have not led to the emergence of a new stable status quo, then the change cannot be considered completed and work on its implementation should be continued until the organization really replaces the old situation with the new one.
Summary
Traditionally, strategic change has been presented as an infrequent, sometimes one-time, large-scale change. However, in recent times The strategic development of an organization is seen more as a continuous evolutionary process in which one strategic change creates the need for other changes.
In a complex dynamic world that is changing faster and faster, in order to have time to react to changes, it is necessary to “run even faster”. In order to adapt to new market conditions better than your competitors, you should constantly modify. An organization's ability to change determines how successful it is. Therefore, we can say that strategic changes lay the foundation for future success.
Strategic change, if done correctly, is systemic, affecting all aspects of the organization. However, two sections of the organization can be distinguished, which are the main ones when carrying out strategic changes. The first slice is the organizational structure, the second slice is the organizational culture.

Implementation of the strategy involves carrying out the necessary changes without which even the most well-designed strategy can fail. Therefore, with full confidence it can be argued that strategic changes are the key to the implementation of the strategy.

Making strategic change in an organization is a very difficult task. Difficulties in solving this problem are primarily due to the fact that any change meets resistance, which can sometimes be so strong that those who make changes cannot overcome it. Therefore, in order to make changes, it is necessary, at a minimum, to do the following:

Uncover, analyze and predict what resistance a planned change may meet;

Reduce this resistance (potential and real) to the minimum possible;

Set the status quo to a new state.

The bearers of resistance, as well as the bearers of change, are people. In principle, people are not afraid of change, they are afraid of being changed. People are afraid that changes in the organization will affect their work, their position in the organization, i.e. established status quo. Therefore, they seek to prevent changes in order not to get into a new situation that is not entirely clear to them, in which they will have to do something different from what they are already used to doing, and do something different from what they did before.

Attitude towards change can be viewed as a combination of the states of two factors: 1) acceptance or non-acceptance of change; 2) open or hidden demonstration of attitude to change (Fig. 5.3).

Figure 5 3 Change-resistance matrix

Based on conversations, interviews, questionnaires and other forms of information gathering, the management of the organization should try to find out what type of reaction to changes will be observed in the organization, which of the employees of the organization will take the position of supporters of changes, and who will be in one of the three remaining positions. Such forecasts are of particular relevance in large organizations and in organizations that have existed without changes for a rather long period of time, since in these organizations resistance to change can be quite strong and widespread.

Reducing resistance to change is key to bringing about change. An analysis of the potential forces of resistance allows you to reveal those individual members of the organization or those groups in the organization that will resist change, and to understand the motives for not accepting the change. In order to reduce potential resistance, it is useful to organize people into creative groups that will contribute to the implementation of the change, to involve a wide range of employees in the development of the change program, to conduct extensive explanatory work among the employees of the organization aimed at convincing them of the need for change. changes to meet the challenges facing the organization.

The success of the change depends on how management will implement it. Managers should keep in mind that when making changes, they should demonstrate a high level of confidence in its rightness and necessity and try to be, as far as possible, successive in the implementation of the program of change. At the same time, they should always keep in mind that as change is made, people's attitudes may change. Therefore, they should not pay attention to a little resistance to change and it is normal to treat people who initially resisted change, and then this resistance ceased.

The extent to which management manages to eliminate resistance to change is greatly influenced by style carrying out the change. A leader can be tough and relentless in eliminating resistance, or they can be flexible. It is believed that the autocratic style can only be useful in very specific situations that require the immediate elimination of resistance when making very important changes. In most cases, it is considered more acceptable a style in which management reduces resistance to change by bringing to its side those who were initially opposed to change. Very successful in this regard is the participatory style of leadership, in which many members of the organization are involved in solving problems.

With permission conflicts, that may arise in an organization during change, managers may use a variety of leadership styles. The most pronounced styles are the following:

competitive style, emphasizing force, based on perseverance, the assertion of one's rights, proceeding from the fact that the resolution of the conflict presupposes the existence of a winner and a loser;

self-eliminating style, manifested in the fact that the leadership demonstrates low perseverance and at the same time does not seek to find ways to cooperate with dissenting members of the organization;

compromise style, assuming a moderate insistence of the leadership on the implementation of its approaches to resolving the conflict and, at the same time, a moderate desire of the leadership to cooperate with those who resist;

fixture style, expressed in the desire of the leadership to establish cooperation in resolving the conflict while weakly insisting on the adoption of the solutions proposed by it;

collaborative style, characterized by the fact that management seeks both to implement their approaches to change, and to establish a relationship of cooperation with dissenting members of the organization.

It is impossible to unequivocally state that some of the five styles named are more acceptable for conflict resolution, and some are less. Everything depends on the situation, on what kind of change is being carried out, what tasks are being solved and what forces are resisting. It is also important to consider the nature of the conflict. It is completely wrong to believe that conflicts are always only negative, destructive. Any conflict contains both negative and positive beginnings. If the negative principle prevails, then the conflict is destructive, and in this case, any style is applicable that is able to effectively prevent the destructive consequences of the conflict. If the conflict leads to positive results, such as, for example, removing people from a state of indifference, creating new communication channels, or raising the level of awareness of members of the organization about the processes taking place in it, then it is important to use this style of resolving conflicts that arise in connection with changes, which would contribute to the occurrence of the widest possible range of positive results of the change.

The change must end establishing new status quo in the organization. It is very important not only to eliminate resistance to change, but also to ensure that the new state of affairs in the organization is not just formally established, but is accepted by the members of the organization and becomes a reality. Therefore, management should not be delusional and confuse reality with formally established new structures or norms of relations. If the actions to carry out the change did not lead to the emergence of a new stable status quo, then the change cannot be considered completed and work on its implementation should be continued until the organization really replaces the old situation with the new one.