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Solution
As a result of organisational restructuring, employees’ working patterns and stability are threatened, and this may lead to a lot of resistance from the employees. An effective way of handling such resistance is to engage the employees in the process of change (Hay et al., 2020). The mantra “People support what they help to create” indicates that the more employees are involved in the process of change, the more likely they are to support it. This approach recognises the significance of involving employees in decision-making and creating a culture that makes them feel like the company belongs to them (Sharpe, 2024). Analysing resistance to change, employee involvement, and the ways of sustaining change, we will be able to consider the role of mantra in successful organisational change.
Resistance to Change
Change resistance is a complex psychological and organisational reaction to change interventions. Kubler-Ross Change Curve model describes the attitude of workers during change process, which includes denial, anger, bargaining, depression and acceptance (Chavan & Bhattacharya, 2022). Recognising these stages can help managers to prevent such reactions and respond to the employees’ concerns at the right time to reduce resistance effects. This principle “people support what they help to create” can be useful in managing resistance. This means that when employees are involved in the planning and implementation of change, they are likely to have a sense of ownership which can spur them to overcome fear and uncertainty. Employee involvement helps the organisation to manage the emotional process of the Kubler-Ross model better, and employees endure fewer negative emotional states (Tarnoff et al., 2021).
The concepts of change models for instance Lewin’s three-step model (unfreeze, change, refreeze) show that participation in the unfreezing process which is the first stage of the process through which an organisation prepares for change is vital (Bargal, 2023). This naturally makes such employees more engaged in the change process and more likely to be supportive of the change. Further, the use of the mantra in the change process does not only make the employees to experience less discomfort during the changing process but also makes the re-structuring of the organisation to be more effective.
Employee Involvement in Restructuring
The principle that “people support what they help to create” is a key reason why employees should be involved in the restructuring process. According to Arunachalam (2020), this makes them take ownership of the change process and in the process transforms them from mere recipients of change to actual contributors towards change. This is important in managing change as employees are always willing to defend and support change that they have had a hand in implementing. Here, involvement may include participatory workshops, collaborative planning sessions, and on-going feedback mechanisms where employees are given a chance to contribute to decision making and restructuring of the organisation.
In addition, employee involvement is consistent with change management practices like Kotter’s model of forming a change coalition. Involving the employees at the earliest stage makes it easier to achieve the organisation goals and their individual work contributions (Potnuru et al., 2021). In particular, consulting employees who are directly involved in the processes being restructured, enables managers to harness practical advice and experience, which may result in more viable and workable solutions. For instance, during the reorganisation of work processes, ideas on how to eliminate inefficiencies and optimise the processes can be obtained from the employees who perform these tasks.
Also, involvement in the change process strengthens the relationship between the managers and their subordinates as well as fosters openness. When employees feel appreciated and their input is considered, they will be more supportive of change than against it (Cao & Le, 2022). This approach assists in the development of a culture of resilience and flexibility within the organisation, which in turn enables the organisation to be more responsive to threats and obstacles. This way managers will be able to engage all employees in the change process and make sure that the workforce is on board and supportive of the change initiative which will enhance the chances of success in the short and long-term.
Sustaining Change
The process of change management is not just about the successful implementation but the availability of the strategic…
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