Three features that characterise effective communication of change are dialogue, credible information sources and relationship building. Communicating change is best done in a proactive, well-planned and consultative environment, not one plagued by rumours, uncertainty and damage control.
In situations where change is planned and can be anticipated, consultation and relationship building are simple to achieve. However, where change is sudden attention is riveted on fire fighting to stem a crisis -at that stage damage control is the focus.
Change is complex and how this is communicated determines the extent of success at implementation. Traditional top-down approaches are no longer appropriate in the highly technological world of the 21st century. Change can cause team members and other employees to go through phases of denial and anger before eventual acceptance. They can experience stress, uncertainty and mistrust as a consequence of change. Irrespective of strategy, information about change should be communicated coherently, not in a disjointed manner.
In disseminating information, how your messages are received depend not only on content but the method and timeliness of communicating your messages.
Audience analysis
Audience analysis is an initial part of the process of developing your message to suit the interests and needs of team or staff, i.e., your various stakeholders.
Effective communication requires that messages be given in a way that will enable your different audiences to understand the content and implications of your message according to their specific interests. There is no single approach to communicating change. The first rule of communicating change, therefore, is 'Give yourself flexibility to tailor your message to provide clarity according to interest and need of your various stakeholders'.
Process of communicating change
When the organisation communicating information about change does not have the requisite credibility, getting the message accepted by the target audience is made much more difficult. In communicating change, the second rule is 'Ensure your information is from credible and trusted sources and has been reviewed for objectivity and independence'.
When change is likely to be unwelcome, the message is best communicated directly by senior personnel in the affected organisation -rather than through an intermediary or junior employee. In doing this, you show that senior decision makers consider the issue important enough for them to communicate directly. In large organisations such direct communication may not be face to face meetings, technology is used instead.
Technology allows messages from senior management to be shared by way of videos, internal radio, blogs, podcasts, websites or electronic files (mp3 files). Stakeholders unable to access such technology, should not be ignored. Instead, you could apply rule number one, i.e., tailor your message to the audience and their envisaged needs and/or interests.
Communicating potentially controversial and unwelcome changes
Failure -"misunderstanding, frustration, conflict" can be the outcome of poorly communicated messages about organisation change. So, you need to choose carefully the people who will communicate the messages of change across organisations. Choose speakers who can reassure, speak with conviction and demonstrate strong listening skills.
Internal negative messages about change can lead to incidences of greater stress among employees and team conflict. This can result in anger, betrayal and mistrust replacing previous attitudes of indifference or feelings of failure. Refrain from giving conflicting messages or ones designed to confuse rather than enlighten or persuade.
When sharing news about unwelcome change in your organisation, pay attention to the voice and words of critics and sceptics. Do not ignore them. Listen actively so as to adjust your message to address their concerns or prepare additional messages aimed at this stakeholder group of critics and sceptics. Seek to get critics and sceptics to understand your message, even if you do not win their agreement or approval.
The third rule of communicating change is 'Interpret and communicate the message of change so as to enable your team and other employees to understand and contribute to the process'. Avoid instructing and seeking to impose the change on employees or colleagues without briefing them.
Bad news can be communicated well. While you may not be able to change the content, by being up front and respectful you can reduce personal distress and enable people to move forward. Focus on the outcome you want to achieve when preparing message(s) to communicate change.
For more useful FREE tips on public speaking, go online to http://www.executive-solutions.co.uk where Veronica Broomes shares numerous useful tips and quotations, or sign up to her blog at http://executive-solutions.blogspot.com/
REPRINT RIGHTS: This article may be reprinted once copywrite is acknowledged as vested in Veronica Broomes and year of publication given as 2008. Full citation: © 2008 Veronica Broomes executive-solutions.co.uk
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