Appropriate change communication during change

Crafting the Appropriate Communication Channels

Iyanai Walter Chawheta

University of Zambia – Graduate School of Business

Appropriate change communication during change
2

Abstract

Communication has historically been the most valuable tool that organisations utilise in

interaction with its customers, both internal and external. With the emergent theories focusing

more on the efficiency and effectiveness of the employees i.e. the internal customer, (Lewis

LK 1999) reinforces the point by stating that, “the empirical picture that is slowly emerging

indicates that communication process and organizational change implementation are

inextricably linked processes.”

Any form of change affect people emotionally or otherwise, which is why internal

communication is the key to success during such times. The ‘why, when, what and how’

questions of the change must be answered appropriately to remove any form of anxiety that

might arise. The success of any change in an organisation is measured the acceptance by the

people of the objectives (Change Leadership Guide, 2014).

As the change agent, it is important that one knows the role players key to the intended

change. In the assignment there is the champion, Volleta, the stakeholders who are the

employees to be affected, and the sponsors, who in this case are the company managers she

will ultimately present the plan to.

The sponsor/s will have the responsibility to approve the deliverables and have overall

authority over the project whereas the champion, whilst Volleta will provide the sponsor/s

with the issues, challenges and results of the survey. As the champion, one will act as the

facilitator, data gatherer, and advisor to the champion amongst other functions. However as

the agent, one will still have no authority over all other stake-holders.
Appropriate change communication during change
3

Communicating Change Process

Planning

Critical to success as the facilitator, is to understand and then cite the impacts, benefits and

rationale behind the need for increased office space. The key to succeeding in a change

process is premised on the acceptance by the audience that. In this scenario, the move is

meant to enhance the organisation’s performance by provision of privacy, and improvement

in document storage etc, and this has to be well communicated.

(Bonne et al., 2003).

Team

Importance should be attached as to who conveys the information at different times and fora.

For example, employees are more likely to accept verbal information that is coming from

their direct line supervisors who they trust. Buy-in should be sought from those that are able

to convey the change process in a resistance limiting manner. Direct supervisors are in a

much better position to know space challenges and provide more concise information of

needs. As a starting point, it might be worthwhile to have line supervisors as part of a project

team for the process.

Timing

There is need to convey a ‘sense of urgency’ message since the company has already

acquired the offices. To do so, one will need to have the sponsors to issue a statement on the

pending change at the earliest possible time. The communication should be focused on the

rationale business case of the intended changes. One should understand that driving people
Appropriate change communication during change
4

from their present comfort zones will increase change resistance. At the same time, care

should be taken not to create unrealistic expectations.

Communication strategy and message content

There is a need to show a picture of how the new offices will improve the organisation. In so

doing, focus should be placed on the need for increased storage space, privacy for sensitive

information holders etc. All stakeholders will have to understand that the process is not

intended for their individual comfort, but rather, the broader company growth aims that will

ultimately improve the individual. The request for input must be simple and should speak to

anxiety and distrust. There should importance attached in identifying and addressing concerns

that will result in powerful individuals resisting to the change. To do that, one will have to

remove individual pessimism and provide feedback that make for better decision making on

the part of affected stake-holders. It is vital to relay the benefits of the change, and indirectly

asking for the staff to help in the process.

Media

To initially quick start the conveyance of information, it is important the agent, in this case

myself, to organise a ‘Town hall’ meeting addressed by the CEO or ‘delegated sponsor’. This

‘face to face’ communication is important because it will enable employees to ask immediate

questions and will highlight the importance of the need for the increased office space from a

broader organisational perspective.

The emergence of technology has enabled the effectiveness of mass communication. Using

tools like email and intranet to communicate routine change will go a long way in having

responsive dialogue. Although impersonal, it is cost effective and allows for the message to

reach the larger audience. Equally important is the use of memos and traditional

communication means. Removal of confusion and anxiety is key, and to do so doing there is
Appropriate change communication during change
5

need to strengthen connections, create temporary procedures and explain explicitly the

purpose of the need for new offices.

Conclusion

It is imperative that one manages emotions that are most likely to arise from the change

intended, e.g. office shifts in our case. In managing change, the intent is to convince affected

individuals to let go and embrace the new. Being sympathetic and explaining the

organisational benefits that will come about because of more office space, is the best way to

get reliable information in the survey and gaining wider acceptance of the intended move.

References

Bourne, M., Neely, A., Mills, J., & Platts, K. (2003). Why some performance measurement
initiatives fail: lessons from the change management literature. International Journal
of Business Performance Management, 5, 245-269.

Clampitt, P. G., & Berk, L. R. (1996). Strategically communicating organisational change.

Journal of Communication Management, 1(1), 15-28.

Elving, W. (2005). The role of communication in organisational change. Corporate

Communications. An International Journal 10. 129-138.10.110

Gilley, A, Gilley, J. W., & McMillan, H. S. (2009). Organizational change: Motivation,

communication, and leadership effectiveness. Performance Improvement Quarterly,

21(4), 75-94.

Ryerson University. (2011). Change Management Leadership Guide. Retrieved from

https://www.ryerson.ca/content/dam/hr/manager-resources/docs/change-management-
leadership-guide.