This document discusses the effects of downsizing on organizations and individuals. It notes that rapid organizational changes from downsizing can cause strain through feelings of being overworked and a lack of control, leading to increased physical illness, lowered productivity and innovation. However, downsizing can also provide positive opportunities to learn new skills. The document recommends strategies for building resiliency at both the organizational level, such as appreciation, information sharing and workplace wellness programs, and the individual level, including social support networks and focusing on meaningful work.

1. Leadership & Downsizing
May 10, 2017

2. Cycle
• Strain
• Reactions
• Strategies

3. Strain
• Rapid Organizational Changes
• Overworked
• Lack of Control
• Anxiety

4. Reactions (-)
• ↑ Physical Illness
• Hindered Innovation & Prob. Solving
• Broken Social Networks
• Lower Productivity
• Ongoing Changes to Morale (2-3 years)

5. Reactions (+)
• Positive Opportunity to Learn New Skills
• New Challenges
• New Responsibilities

6. Resiliency Strategies -
Organizational
• Appreciation & Recognition
– Stretched Thin & Learning ‘On-The-Fly’
• Broad Information Sharing
• Institutionalize Workplace Wellness &
Work/Life Balance

7. Resiliency Strategies -
Organizational
• ↓ Emphasis on Transactional Roles
• ↑ Transformational Roles
• Celebrate Small Successes!

8. Resiliency Strategies –
Individual
• Appreciation & Recognition
– Stretched Thin & Learning ‘On-The-Fly’
• Focus on Meaningful Work
– Self-Mastery
– Task Focus

9. Resiliency Strategies –
Individual
• Heedful Relating
• Practice Cautious Loyalty
• Social Support Networks
• 3rd Party Support (FSAS) - Resiliency

10. Sources
• Amundson, N., Borgen, W., Jordan, S., & Erlebach, A. (2004). Survivors of downsizing:
Helpful and hindering experiences. The Career Development Quarterly, 52, 256–271.
• Belasen, A, Benke, M., DiPadova, L., & Fortunato, M. (1996). Downsizing and the
hyper‐effective manager: The shifting importance of managerial roles during organizational
transformation. Human Resource Management, 35(1), 87-117. DOI 10.1002/(SICI)1099-
050X(199621)35:1<87::AID-HRM6>3.0.CO;2-T
• Bowen, M. (1978). Family therapy in clinical practice. New York, NY: Jason Aronson, Inc.
• Gallos, J. V. (2008). Learning from the toxic trenches: The winding road to healthier
organizations and to healthy everyday leaders. Journal of Management Inquiry, 17(4), 354–
367.
• Mayton, S. (2011). Survivor coping: A fresh look at resiliency in the wake of downsizing.
Organization Development Practicioner, 43(1), 42-47.