Communicating Change

In many organisations, change is implemented slowly in a phased manner. Any problem during implementation immediately causes them to modify the process of implementation. Most often the strategy to incorporate change is to first involve only a part of the organisation or group and slowly make other workers or groups involved. What is considered as the right approach, might actually be the cause of the problem. While the other employees have not yet been involved in the change process, non- inclusion and uncertainty are good fields for apprehensions and resistance to take root.

Even organisations communicating the reasons for change openly to all, could still face this problem. By the time the implementation is half way through, the employees would have already turned averse to the change effort and this would adversely affect the expected results. This is because the message that the organisation wanted to convey was received by the employees in a twisted /distorted manner..

Principles Of Communicating Change
Communication is the most important aspect of change. Certain important principles in communication that could make the change effort more fruitful are listed below:

Repetition: It is a fact that a message conveyed repeatedly through different channels and mediums has better chances of being retained and remembered by the receiver. Many organisations however convey their messages just once or twice and through one medium, like an inner organisational memo or on the notice board and then forget about it. Any one who complains that he was not informed, is referred to those communiqués. Though this could serve as a legal argument the real purpose of communication is not met.

Direct Communication: The best way to communicate a message is to make it directly. A direct face -to -face interaction provides a chance for clarifications. It provides the correct format for communication, a two-way exchange. The feedback got during the direct communication can also help to recognise the shortcomings in the message being conveyed and fine tune it for better results. Its impact is greater when the direct communication is made to a group. This is because it immediately opens the message and the communicator to varying views and impressions of the different members of group, providing an ideal opportunity for clarifications.

Another advantage of direct face- to- face communication is that unlike other forms of communication, the communicator can emphasise the message and its importance through body language and other non-verbal signals. .

Proper Channel: Passing the message through the proper channels and authority best authenticates a message. This is because the credibility of a message is directly related to the status and answerability of the communicator. More so when the person who communicates the message is the one to whom they report to. Hearing the message through the appropriate authority and hierarchy gives it an official status and the legitimacy of 'hearing from the horses mouth'. The immediate supervisor or manager is also the person who is constantly in touch and interacting with the listeners and hence, he can convey the message repeatedly and use the advantages of direct or face-to-face communication. As the message comes down through the proper hierarchy, it takes along all the listeners, as they in turn become communicators to those below them. Communicating through the line command is then the surest and fastest way a message can be disseminated.

Opinion Leaders : Every organisation has informal groups and these groups have their own informal leaders and opinion shapers. Taking them into confidence and using them as a channel for communication can then be a way to ensure success of the change effort being planned and implemented.

Relevant Information: People tend to remember information that is personally relevant to them. The other information that is not personally relevant to them, though related to the organisation, plant or other employees generally fails to hold memory or attention. Therefore, an organisation must see that the relevant message is conveyed to the listeners and those not relevant be kept out or at least not emphasised.

Stages Of Change
Every change effort has three stages to pass through before it is deemed completed. They are

Each stage needs different kinds of communication. Each of these stages will be considered below along with the kind of communication that has to be made.

1. Starting The Change
The first stage in a change process involves getting the ball rolling. It involves the following aspects and each aspect needs a different kind of communication.

A. Preparing for Change: Before an organisation can venture into change it has to prepare its employees for it. Trying to do it otherwise can prove foolish. This is especially true if the change required is substantial. The resistance to change can be directly proportional to the extent of change being required as it involves giving up the old ways and methods, which have been accepted. During this stage, any resistance is generally hidden as it takes time to build itself and gain support. The employees may discuss the issue informally in the canteen or other such common places . Once the resistance builds up it can become difficult to combat. Therefore, it is crucial to address the issue causing resistance at this stage itself. Considering the message to be communicated with care best does this. Two important points that need to be conveyed are what the change is and why it needs to happen. A detailed description of what the first stages of change will involve can also be given.

B. Questioning The Present: One important aspect while starting the process of change is to question the status quo. It can be done by first mentioning the objectives that are very important for the organisation to meet. Then it should provide facts and reasons showing the status quo's inability to meet those objectives. A person in the appropriate hierarchy best conveys by such communication. If the change involves the entire organisation the CEO is the right person to speak about change and the insufficiencies of the status quo. . Similarly if the change only involves a particular division then the divisional manager could convey the message. While it may not always be possible, the best way to go about this communication is to first send out a written announcement or communication about the change and then follow it up with a meeting where the affected employees can seek clarifications and even make suggestions. In these meetings the communicator can also use multimedia for a more effective presentation.

C. Giving Reasons: The next step in the starting of the change process is to explain how the change to be implemented is going to help in meeting the objectives set. The greater the degree of change expected, the greater the emphasis on the importance of meeting laid down objectives, the inability of meeting it with status quo and the necessity of making proposed change has to be. In some cases certain basic presumptions and cultural values may have to be questioned and proved inadequate, before a path for change can be set. During this stage the principle for better communication mentioned earlier should be applied.

2. Moving Through The Change Process
The communication in the starting stage focussed on preparing the employees for change and keeping resistance to change from building up. The objectives and focus of communication in the actual change process are slightly different.

A. Addressing Uncertainty: Normally change doesn't happen simultaneously through out the organisation. It commences with plans beginning to get implemented in certain sections of the organisation while the other sections may be passive spectators. As every one is not involved in the process, the possibility of rumours and insecurity emerging is very high. Therefore, the objectives of communication in this stage are three fold. The first is directed to those who are not actually going to be involved in the change process. They have to be given information about what is actually happening. The second is directed to those who might come under the umbrella of change in future. They need to be constantly informed as to the effects of change once the involvement begins. They also have to be given a clear idea of what their roles and responsibilities will be once the change affects them. The third of course should directly address any rumours and false reports passing around disproving them and making clarifications.

B. Going Into Specifics: Once the real change starts to take place its impact is felt by those affected and by those involved. Until now the communication was giving the broader picture and addressing resistance and insecurities, now the communication has to become specific explaining the ground realities and addressing specific issues. For this the respective managers and supervisors require accurate and up to date information about the change, its impact, and outcome. They will have to keeping passing on relevant information, giving clarifications, and explanations individually and in meetings. This requires the support of the senior managers and those in the higher rungs of hierarchy. They must communicate their support to the change process and to its outcome. This can be done through written statements and in official meetings and presentations. Most executives and senior managers commit the mistake of initially pledging and making known their support to the change and then letting matters rest. Senior management has to constantly reinforce its commitment to the change process.

C. Progress Reports: As change gets well into the implementation phase the employees need to be made aware of the extent of change incorporated and the results following those changes. The change process may not have gone as smoothly as expected. There could have been mistakes in the change process. The worst thing that the management can do is to try to hush up issues. This is because once the change process is well under way, every event is under public scrutiny and becomes community knowledge. The authenticity of the management is increased when it faces issues raised squarely and is willing to own up to discrepancies that crept up or mistakes committed. Leaving issues unanswered may be the easiest thing to do at the moment but such unanswered questions can pave the way for big problems. On the other hand positive results due to the incorporated change when communicated properly help in building greater support to complete the process.

3. Settling Into The Change
Once the change has been implemented, the resulting structures and processes need to be formalised. The objectives of the communication during the stage of settling into the change include:

A. Making Things Clearer: Questions like is the new system able to provide better results, is the organisation functioning better, what are the new job responsibilities, what is the reward system going to be based on, is everyone aware of the roles and areas of operation, arise as employees start to do things the new way and settle into the new system. Being prepared for such questions and answering them in time can help people settle in the change faster. Most often it is direct managers and supervisors who face these issues so they should be made ready from those above them in hierarchy.

B. Making it a way of life: The communication for the settling stage should also be happening in all directions. This helps to reinforce the message given by the hierarchy. Once employees become comfortable that they know all there is to know, they settle down faster, irrespective of their feelings towards the change. Any clarifications or addressing of problems should be fast and done in a comprehensible manner.

To Conclude
It is found that organisational change initiatives fail more often than they succeed. This is because while organisations think all about the change and the resources that may be required they fail to pay enough attention to the strategy of communicating the reasons and implications of the change. Many of the difficulties and hurdles that organisations face while implementing change can easily be addressed by a proper communications approach. Proper change communication can only occur by first understanding the basic principles of good communication. It then has to be followed by a proper understanding of the various stages in the change process and the issues that need to be dealt with. This article endeavoured to provide these two aspects to effectively help those desirous of initiating varying degrees of change in their organisations.

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