Hi. Need reply to these posts with an scholar article? Thanks

1. My perspective on the statement "Culture eats change for breakfast" is that the culture of an organization and the amount of culture in an organization is what truly controls the reactions and adjustments to change. In the video, "How "Cultural Brokers" Improve Team Creativity" from about 1:10 to 1:29 Sujin Jang says that there are certain individuals that rise to the role of cultural brokers, and they tend to be people with more cultural diversity, (INSEADofficial, 2018). This means that the people who are usually cultural brokers are packed with more cultural diversity because they may have lived in a different country previously or are familiar with more than one culture due to different upbringings. These people are the ones who are able to bring diversity in people to stronger collaboration overall.

Having more cultural diversity is beneficial to teamwork in organizations but having the right people around (especially cultural brokers) to maximize on opportunities is what will truly control the type of change, the reaction to change, and the success rate of the change. There is much more power in the culture, than change on its own.

Similarly, how people react to change can greatly impact the success vs failure rate. Having people who are receptive to change and having people react positively will help smooth the transition period. Different cultures will have different reactions, and it is up to the people working together to set the tone of the culture in the organization that will in return lead to further actions of change.

2. Environment is everything when in comes to a workplace. A great environment or culture versus a toxic environment or culture is the difference between a great work experience and a miserable one. Likewise, the culture of a workplace can also impact how easy or hard implementing change may be at the company.

A workplace that enables staff is one that promotes a healthy culture and workplace. Enable meaning, open communication, support, involvement and collaboration to name a few (Manley, et al., 2011). These are all tools that a company can use to give their employees to make them feel wanted and empowered. Giving employees these tools will create buy in to the company as well as trust in the organization. This trust and buy-in will make day to day operations stronger and will allow for change to happen at a much higher rate of success.

On the other hand, a negative culture will hinder a workplace. A negative culture goes beyond the individual employee, it is up to the place of employment to set a positive culture. This involves warranted positive/negative outcomes for actions, gossip, favoritism etc. (Appelbaum, et al., 2007). A company that either promotes these bad habits or does nothing to employees that act in this way is a company that does not have a great work environment. Not only is this a company people won't want to work for, it is also a company that will constantly be met with resistance to change.

As stated, culture starts up top with leadership. " The culture is the infrastructure, the fabric that binds together people... The purpose of the culture change process is to enable much faster generation of a business culture that enables people to achieve results" (Atkinson, 1990). Leadership that enables a positive culture are not only setting up their company for day to day success, but they are also laying the groundwork for a smooth transition should change ever need to happen for the company. Failure to set this positive culture will result in poor workplace performance and will certainly not be an environment conducive to change.