"A time for everything implies nothing can be forever, and therefore, change is inevitable" (Blasingame, 2013). In the article "Are You Managing Change or Leading It?", Jim Blasingame clarifies how we tend to regard change as a necessary remedy, yet we do not take it seriously. A successful organization will make changes a part of its business model instead of an intrusion that threatens how it has always done things.

In the book "Beyond the Wall of Resistance," Author Rick Maurer discusses the various steps organizations can take to create a culture conducive to change. The steps include making a solid argument, establishing a clear vision, sustaining changes, and anticipating maintenance. Of those four factors, the most important for me is establishing a clear vision.

Per Maurer, a clear vision is one of the most critical factors; Maurer says that over 70% of successful initiatives are carried out when stakeholders understand the project's vision. Additionally, the most common reason for failure is that the organization needs help to sustain the change. It is a battle that requires constant pressure from different sources. Ultimately The concept of sustainability is also a vital part of any organization's operations, as it involves considering various factors such as manufacturing, logistics, and customer service.

In my prior experience, I witnessed leaders who did not successfully communicate their vision. Before Covid, my organization had adopted hybrid remote work where employees could work from home three days a week and commute two days in the office. Working from home resulted in better customer service, more business, and productivity, which increased by 35% from prior years. It was clear that working from home was a success.

After Covid, new management enforced that employees return to hybrid work. However, this time around, employees were required to travel to the office thrice weekly because, according to management, there was a lack of communication and teamwork. However, team meetings had increased by 20% compared to prior years. It was evident that teamwork was not the real reason the company wanted to enforce the three days in the office. When asked to come into the office, employees were outraged even after witnessing increased production. Weeks later, management mandated employees return to the office, which led to the great resignation. Many individuals left the organization to other companies that allowed WFH full-time. After so much disruption, the organization allowed employees to return to their normal three days at home and two days in the office. So much chaos could have been prevented had the organization been honest and articulated the importance of working from the office.

Later it was revealed that the organization planned to bring its employees back to the office to comply with its contract with the city and local businesses. The plan may have worked out differently if the organization had provided an honest vision to the employees and advised them of the real reason for bringing employees back. Employees may have understood and assisted the organization in meeting the needs of being in the building; instead, management took the approach of mandating people travel into the office, disrupting their schedules which did not turn out as positively as expected. This is a lesson learned that establishing a clear vision is a necessity, and being honest with employees is even more valuable.

Question 1. Do you think employees are more likely to adapt to change if the change process is something they have a voice in? Why or why not?