9.4, Organizational Change

After reading Box 11.3, Voices from the Field, SeniorNet, p. 321, I thought about the changes for that group. Originally the organization was created to offer support in using and understanding computers. The wave of the web and the ubiquitous URL's constantly vying for attention at these seniors makes for an interesting situation. Although they need to provide entry-level instruction for seniors that have never worked with computers, now they'll need to offer various levels of training in the use of web technologies and web resources.

It’s a change that will put strains on the original mission and will bring new challenges to the core group of instructors. Since web technology is changing at a pace that demands monthly assessments, the organization may need to bring in Instructional Designers that would be tasked with creating tutorials that target the senior set at an asynchronous structure. The online tutorials would establish their familiarity with the technology and challenge them to reach out and discover new resources.

9.3, The Ambiguity of Multiple Meanings

I found this section of Chapter 11 (p.315) about Change being polysemous to offer some interesting ideas. As many organizations struggles with change, they have look inside and if they have the structure to manage the change? For example, technology has created a wave of change through innovation and efficiency. If the organization stands idly by for too long it appears to be lacking in vision. Having a mission statement that says the company is a leader in their field in innovation can ring hollow from hallways in the inefficient or empty offices. If change is inevitable in the products that are being produced, then the organization should also offer change in the way they train the employees. If the company needs to (change) do more with fewer resources, then it needs to look to creating a more positive environment for its employees.

9.2, Managing Conflict

After reading Chapter 10, Managing Conflict, p.290, I couldn't help but look back at an incident that happened to me last week. I've been working on the Annual Report for the organization (I'm making the final,final, changes this week). I received an email from a team member regarding an image that was used and how the Chief wanted it removed. In addition, I was told to have the report completed by 10/31 - "no questions asked." I fired off an email describing my issue with the arbitrary nature of the removal of images, among other things. Needless to say, I started quite a stir. Within 2 hours of my email I received phone calls from some of the email recipients (copied recipients) stating that it was an email that needed to be shared and that I was correct for demanding an audience to state my design philosophies. As a creative person on the project I felt that I needed to explain my ideas and the reasons for the selections of images.

What happened next was I experienced the, “Competition, forcing, or dominance” style of managing conflict. Although I have to admit I didn’t feel anyone was managing the conflict. I was told,” we don’t have time for a meeting with you and get the changes made, or else.” I have to agree with the Five Basic Styles for Conflict Management (Box 10.7) and the inappropriate use of style. In this case, I was denied the expression of my needs, and I will look to remove myself from working under those conditions in the future – otherwise I will surely have more disruptions.

9.1 Managing Conflict - Marketization

In Chapter 10, p.281, the book discusses the marketization of social domains. In this particular case they talk about the marketization of the "internal" organization and creating "internal customers". They extend this concept to the individual employee as a "company" competing with others in the internal marketplace. I can see how this concept has merit. Depending on the size of the organization, I can see how members of the organization might realize their importance in the company by imagining that they are small companies. As a small company you might value the importance of customer service. Interacting with other employees (companies) will be valuable in the success of your "company". Making sure that your communication is respectful and clear will make you more effective and bring you valuable networking clout. Being effective might bring you opportunities..franchise?