Paper Example on Google's Conflict Management Policy

Introduction

An action plan provides a roadmap on how to achieve specific goals in an organization. It entails a detailed layout of what steps are necessary to meet organizational objectives. An action plan improves efficiency and ensures that vital details are factored as an organization implements change. Sometimes, organizations have to change their policies, processes, and culture to adopt more appropriate approaches (Katz & Flynn, 2013). Effective organizational change on issues such as conflict management policies is achievable through a comprehensive action plan. This paper outlines steps for changing Google's conflict management policy and discusses the effective organizational change.

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Action Plan

Occasionally, the Google Company has come under the spotlight for conflicts among its employees. Issues of harassment based on gender identity, race, and sexual orientation have resulted in employee conflicts. These conflicts, if unresolved, are likely to tarnish Google's reputation. Thus, the goal of this action plan is to outline new measures to improve the current conflict management policy. The primary objective is to establish a policy planning process that takes into consideration the diversity of Google's vast workforce (Shen, Chanda, D'netto, & Monga, 2009). Achievement of a comprehensive conflict resolution policy is very crucial in creating a friendly work environment.

Establishing a proper platform with the employees is an essential plan. The approaches used in addressing conflicts will no longer rely on mediation and negotiation tactics only. Policy planning on conflict management shall entail peace building approaches. The strategy shall encompass training of the human resources department to recognize and understand individuals' perceptions regarding the diverse workforce (Shen et al., 2009). The plan seeks to ensure that the department's members can empathize with all the of Google's staff. The element of emotional intelligence shall also take center stage in designating conflict resolution duties to supervisors.

The outlined changes are applicable for a three-month period from October to December. The company hopes to implement a fair and efficient conflict management policy by the end of the last quarter of the year. The resources required for adopting the modified policy include finances and facilitators. Capital will be used to fund seminars for supervisors and the human resource department. Facilitators, specialized in organizational conflict management, shall engage the staffs in learning activities and tests to sharpen their skills (Choi & Rainey, 2014). The company's administrators shall also be included in some of the events as they do influence policy formulation. The desired outcome is to have an informed conflict resolution team cognizant of the various issues of Google's diverse labor force.

Personal Strategies

It is essential for all employees to have the skills necessary for managing and diffusing conflicts in the workplace. I would strive to identify the differences among workmates. Being mindful of the existing differences would help me to nurture respect for the diversity. Also, I have learned how to control my emotions through breathing exercises to avoid unnecessary conflicts. I would also establish strategies essential to develop respect for others and control one's feelings as a way of managing conflicts. Incorporation of breathing exercises to control emotions helps in methods such as avoidance. Acknowledging the diversity of the workforce builds respect for others (Choi & Rainey, 2014). Mutual respect helps employees become tolerant with one another and accommodate differences in viewpoints.

Priorities During Change Processes

In some cases, organizational change results in undesired outcomes. These include employee resistance as well as additional expenses (Jones, Jimmieson, & Griffiths, 2005). Implementing changes in an organization imply doing away with existing traditions. Thus, some employees may oppose the move. Such resistance deters achievement of the desired outcome. In occasions where changes require training of staff or hiring of new employees, an organization incurs extra cost. Opposing change due to additional expenses and employee resistance hinders the productivity of the organization. Thus, managers and employees, through proper communication, should always prioritize the end goal of organizational change. For instance, cost and employee resistance should not distract managers and workers from a critical objective such as developing a vibrant human resource department that fosters employee relations. The focus should always be on the long-term goal of the change and its predicted advantages.

The Coalition Theory

The coalition theory, also known as the policy advocacy coalition framework, supports organizational policy changes. The approach operates on insights from accounts of public policy as well as rational institutional choices (John, 2013). It views policy formulation and implementation as a continuous process that has no end. Thus, changing Google's conflict management policy reflects a desire to adopt a relevant approach. The framework recognizes the input of various participants in implementing change. The process is an alliance that is all-inclusive. In this case, the organizational change shall involve the management, the human resource department, supervisors, and other personnel who believe in the outlined objectives.

The knowledge of the staff involved shapes the expected outcomes. The team represents a variety of ideas and opinions that characterize how Google's workers relate to the existing policy. The framework presents an opportunity for the staff to learn over time (John, 2013). Thus, the plan's long-term goal to achieve a fair system is viable. Building a culture of tolerance is possible through proper interaction between management, staff, and superiors. Exposure to handling conflicts stemming from issues of diversity shall equip the team with skills essential in diffusing conflicts.

Smooth Transitioning

Transitioning from one phase to another is a challenging period for any organization. Managers and employees are used to a particular mode of operation in the company. Hence, unique tactics are necessary for the implementation phase. First, the company should encourage the sharing of personal experiences among the staff. Talking about how the new system has impacted conflict resolution encourages its adoption (Jones et al., 2005). The workers are more likely to embrace the change if given proof that it is a better solution.

A smooth and productive transition is achievable by installing implementation support structures. For instance, Google's administration should consider operational structures to facilitate the transformation. Functional structures could include funding a dynamic human resource department that understands the new policy. Having qualified people serving in positions relevant to the new system is essential to avoid a breakdown in service delivery. Efforts should also be made to ensure efficient communication takes place regarding the organizational changes (Hoag, Ritschard, & Cooper, 2002). All employees should receive relevant information on the adopted philosophies and new operations. Proper relay of information ensures that everybody is aware of their role and the company's expectations.

Conclusion

In conclusion, changing an organization's policies is essential if a company is to keep up with emerging trends in the corporate world. Google's conflict management policies are central to the achievement of its organizational objectives. The productivity of employees depends on how well they relate within and outside the business. Taking the initiative to modify existing policies requires a broad action plan. An action plan plays an essential role in outlining and monitoring steps taken to adopt improved policies. It details appropriate strategies that can guarantee the realization of general and specific organizational objectives. Thus, it guides a company to achieve desired outcomes within a given timeframe.

References

Choi, S., & Rainey, H. G. (2014). Organizational fairness and diversity management in public organizations: Does fairness matter in managing diversity? Review of Public Personnel Administration, 34(4), 307-331.

Hoag, B. G., Ritschard, H. V., & Cooper, C. L. (2002). Obstacles to effective organizational change: The underlying reasons. Leadership & Organization Development Journal, 23(1), 6-15.

John, P. (2013). New directions in public policy: Theories of policy change and variation reconsidered (pp. 4-9). London: University College London.

Jones, R. A., Jimmieson, N. L., & Griffiths, A. (2005). The impact of organizational culture and reshaping capabilities on change implementation success: The mediating role of readiness for change. Journal of Management Studies, 42(2), 361-386.

Katz, N. H., & Flynn, L. T. (2013). Understanding conflict management systems and strategies in the workplace: A pilot study. Conflict Resolution Quarterly, 30(4), 393-410.

Shen, J., Chanda, A., D'netto, B., & Monga, M. (2009). Managing diversity through human resource management: An international perspective and conceptual framework. The International Journal of Human Resource Management, 20(2), 235-251.