| Three features that characterise effective | | | | intermediary or junior employee. In doing this, you |
| communication of change are dialogue, credible | | | | show that senior decision makers consider the issue |
| information sources and relationship building. | | | | important enough for them to communicate directly. |
| Communicating change is best done in a proactive, | | | | In large organisations such direct communication may |
| well-planned and consultative environment, not one | | | | not be face to face meetings, technology is used |
| plagued by rumours, uncertainty and damage control. | | | | instead. |
| In situations where change is planned and can be | | | | Technology allows messages from senior |
| anticipated, consultation and relationship building are | | | | management to be shared by way of videos, internal |
| simple to achieve. However, where change is sudden | | | | radio, blogs, podcasts, websites or electronic files |
| attention is riveted on fire fighting to stem a crisis -at | | | | (mp3 files). Stakeholders unable to access such |
| that stage damage control is the focus. | | | | technology, should not be ignored. Instead, you could |
| Change is complex and how this is communicated | | | | apply rule number one, i.e., tailor your message to the |
| determines the extent of success at implementation. | | | | audience and their envisaged needs and/or interests. |
| Traditional top-down approaches are no longer | | | | Communicating potentially controversial and |
| appropriate in the highly technological world of the | | | | unwelcome changes |
| 21st century. Change can cause team members and | | | | Failure -"misunderstanding, frustration, conflict" can be |
| other employees to go through phases of denial and | | | | the outcome of poorly communicated messages |
| anger before eventual acceptance. They can | | | | about organisation change. So, you need to choose |
| experience stress, uncertainty and mistrust as a | | | | carefully the people who will communicate the |
| consequence of change. Irrespective of strategy, | | | | messages of change across organisations. Choose |
| information about change should be communicated | | | | speakers who can reassure, speak with conviction |
| coherently, not in a disjointed manner. | | | | and demonstrate strong listening skills. |
| In disseminating information, how your messages are | | | | Internal negative messages about change can lead to |
| received depend not only on content but the method | | | | incidences of greater stress among employees and |
| and timeliness of communicating your messages. | | | | team conflict. This can result in anger, betrayal and |
| Audience analysis | | | | mistrust replacing previous attitudes of indifference |
| Audience analysis is an initial part of the process of | | | | or feelings of failure. Refrain from giving conflicting |
| developing your message to suit the interests and | | | | messages or ones designed to confuse rather than |
| needs of team or staff, i.e., your various | | | | enlighten or persuade. |
| stakeholders. | | | | When sharing news about unwelcome change in your |
| Effective communication requires that messages be | | | | organisation, pay attention to the voice and words of |
| given in a way that will enable your different | | | | critics and skeptics. Do not ignore them. Listen |
| audiences to understand the content and implications | | | | actively so as to adjust your message to address |
| of your message according to their specific interests. | | | | their concerns or prepare additional messages aimed |
| There is no single approach to communicating change. | | | | at this stakeholder group of critics and skeptics. Seek |
| The first rule of communicating change, therefore, is | | | | to get critics and skeptics to understand your |
| 'Give yourself flexibility to tailor your message to | | | | message, even if you do not win their agreement or |
| provide clarity according to interest and need of your | | | | approval. |
| various stakeholders'. | | | | The third rule of communicating change is 'Interpret |
| Process of communicating change | | | | and communicate the message of change so as to |
| When the organisation communicating information | | | | enable your team and other employees to |
| about change does not have the requisite credibility, | | | | understand and contribute to the process'. Avoid |
| getting the message accepted by the target | | | | instructing and seeking to impose the change on |
| audience is made much more difficult. In | | | | employees or colleagues without briefing them. |
| communicating change, the second rule is 'Ensure | | | | Bad news can be communicated well. While you may |
| your information is from credible and trusted sources | | | | not be able to change the content, by being up front |
| and has been reviewed for objectivity and | | | | and respectful you can reduce personal distress and |
| independence'. | | | | enable people to move forward. Focus on the |
| When change is likely to be unwelcome, the message | | | | outcome you want to achieve when preparing |
| is best communicated directly by senior personnel in | | | | message(s) to communicate change. |
| the affected organisation -rather than through an | | | | |