Resizing The Organization 36. This book seeks to provide executives with useful insights, tools, guidelines, principles, and lessons learned about organizational transition and change. | The Hidden Costs and Benefits of Organizational Resizing Activities 331 and belief in the organization by proceeding with care and sensitivity ensuring that all organizational members are treated with fairness dignity and respect. An underlying key is to ensure that departing employees are treated with compassion while emphasizing a commitment to establishing a strong future for the company and its remaining employees. Tangible signs of such caretaking outplacement counseling and job placement efforts stress management and coping-with-change workshops and appropriate severance packages and financial planning workshops provide clear messages to victims and survivors that the company values its human resources. Venting meetings that allow survivors an opportunity to grieve focusing on what was and what will be also are useful in rebuilding a foundation for trust and commitment Marks 1994 Young Brown 1998 . If the reasons for resizing the firm are made very clear to organizational members managers may be able to minimize many of the negative reactions associated with downsizing Mone 1997 . For example by explaining that the resizing strategy eliminates only jobs and functions that were rendered obsolete by relevant technological and industry and market changes managers signal to their remaining workers that they do not need to fear becoming victim to another round of downsizing Edwards 2000 . Open and honest communication can prevent or dispel rumors and it signals to organizational members that upper management is aware of what is happening is in control and is concerned about the impact of its decisions on employees Applebaum Donia 2000 Noer 1995 . In contrast giving false hope to employees raising expectations that are likely to be shattered by foreseen cutbacks and retrenchment plans can have dire long-term consequences Kets de Vries Balazs 1997 . Involving organizational members in the decision process also can make them feel valued and supported enhancing their
