Need help in rewriting this please in my own words

Influence of stakeholders' Identities on Their Views on Change

An individual's identification with a specific group of stakeholders can influence their

initial read on a change initiative in terms of their favorability for it as well as their motivation to

act in support of or against the change. This is because organizational change will affect different

stakeholders in different ways depending on how they benefit from the organization and how the

change will affect them and their interests. It also depends on what the change will require of

them. Depending on the change, some stakeholders way of interacting with the organization will

change more than others. The different ways that each group of stakeholders will be affected can

create a variety of views on the topic of the organization's plans for change as well as varying

levels of support or resistance from them.

How can stakeholders Can Encourage or Inhibit Change

The biggest way that stakeholders can either encourage or inhibit organizational change

is how they choose to interact with other stakeholders regarding the change before and during its

implementation which, of course, is dependent upon how they feel about it. If a stakeholder

supports a change then they can encourage it in their interactions by acting as a "counselor" to

other stakeholders, meaning that they provide emotional, informational, or instrumental support

to other stakeholders to assist in making the change easier and smoother for them. Supportive

stakeholders might also play the role of "connector" during change by brokering alliances and

connecting viewpoints between other stakeholder groups (Posner, 2021).

On the other hand, should a stakeholder not support a change the organization is

instituting then there are many ways they can inhibit it which also concern how they interact with the other stakeholders. Resistant stakeholders may openly defy the change strategies with

ridicule or criticism. They may spread disinformation about the motivations for the change or the

outcome to erode support from other stakeholders. They also might passively allow the change to

fail (Culek, 2020).