(Solution) 7C001 Question 10: People support what they help to create

Solution

Question 10: People support what they help to create (1035 Words)
The outcome of organisations restructuring include threats to work patterns and unstable operations hence resistance. In line with Hay et al. (2020) recommendations, to manage the potential resistance is increased engagement of employees in change.

Considering the saying “People Support What They Help to Create” evidence an increased inclusion of employees in change process increase likelihood of their support. This appropriate the importance of engaging employees in active decisions making and initiating a culture of ensuring a positive feeling of belongingness in their organisation (Basalamah, 2021). According to Sharpe (2024) an analysis of resistance to change, inclusion of staff and best practice to sustain change, the relevance of the saying for organisation change analysis is essential.

Resistance to Change

Adopting Tamunomiebi and Akpan (2021) definition, change resistance is complex psychological and organisation-based change process reaction. In line with Kubler-Ross Change Curve (Chavan & Bhattacharya, 2022), how individuals respond to change is identified to include denying, angry, bargain, depressed and eventually accept. An appreciation of the identified phases could assist management in mitigating negative reactions and responses to staff issues appropriately for lowering implication of resistance. The mantra “People Support what they Help to Create” could hence be relevant to manage resistance occurrence.  The rationale of this is that involvement of employees to plan and implement change increase likelihood of having positive sense of ownership overcoming sense of fears and uncertainties. An increased inclusion of employees is identified in Tarnoff et al. (2021) to enable an entity in managing emotions as stipulated in the Kubler-Ross Model appropriately with employees enduring fewer negative emotions.

Considering the change process as stipulated in Lewin’s 3-Steps Model (Unfreezing, Changes and Refreezing) adequate planning as stipulated in first phase is instrumental for success of the entire change. According to Bargal (2023), the rationale of this is ensuring an increased engagement in change and hence increased likelihood of gaining sufficient support for the process. Also, Kravets (2024) identifies the embrace of the mantra in change strategy is not a source of feeling dissatisfied in change but ensure restructuring is holistic and all-inclusive.

Employees Inclusion in Restructuring Strategy

For the identified principle, “People support what they help to create” represent the rationale of staff involvement in restructuring strategy.  The outcome of this is assuming holistic ownership of change strategy hence achieving transformation from being only change audience but real players (Arunachalam, 2020). This is essential to manage the change process since the employee at all times have the will of defending and supporting change strategy which they have an input in implementation. Therefore, the inclusion of employees can range from participatory workshop sessions, collaborative planning and two-way feedback with opportunity advanced for contributing to making decisions and organisation restructuring (Beks, 2022).

Further, the involvement of employees in change process is aligned with Kotter’s Change model of starting with coalition for change (Graves et al., 2023). The inclusion of different stakeholders from the start eases achievement of intended objectives and input of individuals in eventual expected objectives achieved. According to Potnuru et al. (2023), employees consultations engaged in restructuring facilitate management in advancing positive advice and experiences which increase viability and relevance of outcomes obtained.  For example, to reorganise workplace operations, insights on eliminating inefficient practice……………..

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