Organizational Change: Creation of Consensus and Prevention of Conflict through Guided Communication and Participation

Abstract

Global markets require flexibility, change and innovation of social as well as business organizations. For the members of an organization this means developing abilities and competencies, constantly reorienting regarding new fields of action and new tasks, as well as redefining self-images and scopes of action. Often change does not take into consideration the needs of the employees, their emotions, or their skills and personal needs for appreciation and security. As a consequence, conflicts arise. At the same time, experts affirm that traditional conflict solving strategies are not sufficient (Schäfer 2006: 325).¹ The situation is further complicated by the fact that processes of change are usually initiated and controlled by only a few decision makers, with the rest of the personnel having to comply. Often appropriate formation of meaning and shared decision making is not planned. This is why many organizations have problems creating change in a constructive and shared way (Mast 2007: 757).