Zoe is a Manager at Friends Incorporated. The company is undergoing a major change to working practices, and Zoe has noticed that several of her team…

Cynicism during organisational change often arises from a lack of trust, poor communication, and a perceived disconnect between the stated goals and reality. The most effective managerial response is proactive and supportive. Allowing for upwards communication (C) enables employees to voice concerns and ask questions, which helps the manager to address misinformation and rebuild trust. Highlighting successful outcomes and key achievements (B) provides tangible proof that the change is beneficial, which can counteract negative perceptions and build momentum. Both strategies are fundamental to leading a team through a transition effectively.

A. Using disciplinary action for an attitude like cynicism is counterproductive. It would likely increase resentment and resistance rather than foster buy-in.

D. This option promotes passivity. While change does strain the Psychological Contract, a manager's actions are crucial to mitigating damage and repairing trust.

1. Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 73(2), pp. 59-67. In his 8-Step Process for Leading Change, Kotter emphasizes 'Step 4: Communicate the Vision' and 'Step 6: Generate Short-Term Wins'. Option C aligns with communicating the vision through two-way dialogue, and Option B directly reflects the principle of generating and celebrating short-term wins to build credibility and motivation.

2. Stanley, D. J., Meyer, J. P., & Topolnytsky, L. (2005). Employee cynicism and resistance to organizational change. Journal of Business and Psychology, 19(4), 429–459. https://doi.org/10.1007/s10869-005-4518-2. This study identifies that a primary antecedent of cynicism is a lack of quality information and participation. The authors note that "providing employees with timely, accurate, and useful information about the change" (p. 452) is a key mitigator. This directly supports the need for open communication (Option C).

3. Rousseau, D. M. (1996). Changing the deal while keeping the people. Academy of Management Perspectives, 10(1), 50-59. https://doi.org/10.5465/ame.1996.9603293221. Rousseau explains that during change, the psychological contract is often violated. However, she argues that managerial actions, such as providing clear explanations and involving employees, are critical to repairing the contract and retaining commitment. This refutes the passive stance in Option D.