Attached.

Running head: MUTUAL ENGAGEMENT

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Mutual Engagement
Name
Institution

MUTUAL ENGAGEMENT

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Mutual Engagement

Organizations are placed in an environment that requires mutual engagement between
people and including tasks or work systems. Mutual engagement, therefore, is the sparking
together of people in the workplace to allow the workflow as a group and the collaboration
among people to achieve shared goals through effective work and communication channels.
Participants in organizational change, therefore, meet at a point of creative collaboration to allow
them to work together through diagnostic operations to improve the organization. A diagnosis
framework is a guideline for analyzing the alignment that identifies the key elements of an
organization and the interconnectedness between those elements. Therefore, for an organization
to achieve mutual engagement in an open framework diagnostic process, the management has to
work closely with the employees in implementing diagnostic interventions and use that feedback
as an opportunity for further learning.
Change Management
The efficiency of change in an organization is determined by the organization’s
management actions rather than solutions which may be seen as the straightforward means of
effecting change. This essentially means that while past solutions may work in some cases, they
do not guarantee the efficiency of change in all situations where diagnostic change is required.
Instead, the organization must adopt a learning framework whereby information and data from
the environment are used for analysis and the adoption of ideas that contribute to positive change
in the organization (Andrews, & Johansen, 2012). For any change to be effective in an
organization, it has to start with a diagnosis that is shared by a large number of employees at
several organizational levels.

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The diagnosis process needs to target the entire organization as opposed to targeting
specific elements of the organization. As such, there is the need to learn the dynamics of the
organization as a means of implementing mutual engagement change that suits the organization.
In a mutual engagement, the primary focus is to increase dialogue among employees of different
levels and thus improve communication in the process. Mutual engagement in the organization,
therefore, should be characterized by a framework that allows an open dialogue about what
needs to happen for change to be affected.
Dialogue
Organizational frameworks need to engage in mutual engagement by beginning with the
fostering of honest and extended dialogue among employees on different levels of the
organization management and work cycles. This is encouraged by the processes of diagnosing
the power distance and structures that are evident in the workplace. First, the diagnosis process
will need that research is carried out to determine the power structures and how people in the
organization view them (Willems et al., 2014). An open systems framework of the organization
is adopted in effecting the diagnosis. In this open framework, the interferences of different
departments on the work and operations of the other departments are recognized. The external
input to the organization is also another factor that distinguishes the organization.
The perfect example of diagnosis and mutual engagement is Nike in the implementation
of corporate social responsibility and diminishing the sweatshops that the company was famous
for. The CEO, a fictional Mr. Ford required to turn around the company to become one of the
best socially responsible companies in the U.S and also the world apart. Therefore, the first step
was to collect data on the company structure in the production of products abroad and also how
employees were treated. He identified that employees in the production factories have minimal

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communication with their superiors mainly because of the power distance. Further, he realized
that the company was highly hierarchical thus reducing dialogue across different levels.
Diagnosis
The best data collection method that can allow the collection of views from the largest
number of people in the organization within the shortest time will be questionnaires. These
questionnaires ask about the perceived gaps in communication or dialogue across the
departments and the various people in the organization. The focus of the research is the diagnosis
of the engagement problem in the organization and identifying the relevant change in policy or
structure that is necessary for the organization to encourage mutual engagement ...