In: Operations Management
summarize and analyze a peer-reviewed journal article that presents qualitative research results (effective communication and adapting to change within workplace scenarios). Are there any key insights from the qualitative article.
Communication in Change Management
In the Article, it has been mentioned that one cannot over-communicate when asking the organization to change. Every successful senior manager leading a successful change management effort expresses the need for over-communicating during a change experience and makes this statement in retrospect.
It further says, that no organization exists in which employees are completely happy with communication. Communication is one of the toughest issues organizations face. It is an area that is frequently complained about by employees during organizational change and daily operations.
Effective communication basically requires four components that interwork perfectly to create shared meaning and a definition of communication.
1. The sender of the message must present the message clearly and in a detailed manner and radiate integrity and authenticity.
2. The receiver of the message must decide to listen, ask questions for clarity and trust the sender of the message
3. The delivery method chosen should suit the circumstances and the needs of both the sender and the receiver.
4. The message content has to resonate and connect on some level with the already-held beliefs of the receiver (the employee). It must contain information that the employee wants to hear. It must answer employee's most cared about questions.
Further, the article gives recommendations about Communication for Effective Change Management. It emphasises on the need to develop a written communication plan to ensure that the below mentioned steps occur within change management process. Each one is important when are asking people to change their former ways of doing things
- Communicating consistently, frequently and through multiple channels, including speaking, writing, video, training, focus groups, bulletin boards, intranets etc. about the change
- Communicating all that is known about the changes, as quickly as the information is received. The bias should be toward instant communication, hence some of the details may change at a later date. Telling people that other choice is to hold all communication until there is a positive confirmation about the decisions, goals, and progress, which is disastrous in effective change management.
- Providing significant amounts of time for people to ask questions, request clarification and providing input. In a scenario in which a leader presented changes to a large group via overhead transparencies and then fled, it is evident what bad news this is for change integration. People must feel involved in the change process. Involvement creates commitment which is important during a change process.
- Clearly communicating the vision, mission and the objectives of the change management effort. Help the people to understand how these changes will affect them personally. If they are not help with this process, people will make up their own stories, usually more negative than the truth.
- Recognizing that true communication is a conversation and real discussion must result. It cannot be just a mere presentation.
- The change leaders need to spend time conversing one-on-one or in small groups with the people who are expected to make the changes
- Communicating the reasons for the changes in such a way that people clearly understand the context, purpose and need.
- Providing answers to questions only if one know the answer. Leaders destroy their credibility when they provide wrong information or appear to stumble or back-peddle when providing an answer. It is much better to say that you don’t know and that you will try to find out.
- Leaders should have a knack of listening. Avoid ing defensiveness, excuse-making and answers that are given too quickly and acting with thoughtfulness.
- Making leaders and change sponsors available, daily if possible, to mingle with others in the workplace
- Holding interactive workshops and forums in which all employees can actively explore the changes together while learning. Use of training as a form of interactive communication and as an opportunity for people to explore new behaviors and ideas about change and change management. All levels of the organization should participate in the same sessions.
- Communication should be very proactive. If the rumor mill is already in action, the organization has waited far too long to communicate.
- Providing opportunities for people to network with each other, formally and informally, to share ideas about change and change management
- Publicly reviewing the measurements that are in place to chart progress in the change management and change efforts.
-Publicizing rewards and recognition for positive approaches and accomplishments in the changes and change management. Public celebration of each small win.