Jane, an HR manager at ABC Inc., is responsible for managing the company's employee engagement program. One day she receives a complaint from an employee about the company's new dress code policy, which requires all employees to wear business attire. The employee argues that the dress code is outdated and doesn't reflect the company's progressive values.

Jane has always believed in the importance of a professional appearance in the workplace, and she feels strongly that the dress code is necessary for creating a positive and productive work environment. At the same time, she also values the company's progressive values and wants to maintain a positive relationship with all employees.

This creates a state of cognitive dissonance for Jane, as she holds two conflicting beliefs and values. To resolve this dissonance, Jane decides to schedule a meeting with the employee to better understand their concerns and find a solution that will balance the need for a professional appearance with the company's progressive values.

Required: Having read the above case study, how does the concept of cognitive dissonance relate to decision-making in Jane's organisation, and how can it impact the behaviour and attitudes of her employees and managers within a company? Give examples of how change can improve the situation within her organisation.