Communicating Change: Part Three

Written by: Shaun Killian http://leadershipskills.org.au/change/communicating-change-

part-3/

These days, managers have a great deal of choice when it comes to methods of
communicating their messages to staff:

* Face-to-face conversations
* Video conferences
* Phone calls
* Online discussions, such as forums and blogs
* Speeches
* E-messages including email, online videos of speeches, voice mail
* Formal memos and letters

Some modes of communication are more personal and interactive than others. These are
known as rich communication channels1 . The communication modes that we have
listed above are ordered from richest to poorest, as items at the top of the list are far
more personal and interactive than those at the bottom. Research suggests that the most
effective leaders are good at selecting the appropriate mode of communication for the
situation at hand2. Effective leaders make this choice by considering whether the
content of the message is unusual and sensitive, or routine. Messages with a high degree
of sensitivity or ambiguity are best handled through richer communication modes, while
more routine matters can be handled through less interactive and less personal modes.
Given the unusual and ambiguous nature of change, you will need to ensure that your
communications are as personal and interactive as possible.

Other studies3 have shown that staff are most receptive to messages about change in
straight-talking, small-group (<10), face-to-face meetings with their direct supervisors.
This allows managers to frame the message in ways that are personally relevant to the
group. The essence of the message does not change from group to group, but the framing
does. The message is then cascaded down throughout the organisation.

Another way that you can help staff attach the correct meaning to your message is
through the use of metaphor. Imagine I wanted tell you about my proposal to secure
remote access email using random z-net, rather than traditional levels of p-code
encryption. Unless you are a computer whiz, this probably has little meaning for you.
Furthermore, it is likely that you have neither the time nor the inclination to learn my
jargon. However, if I held up a bankcard of some description, and told you that the email

Communicating Change: Part Three © 2009

information in the new system would be as secure as funds in the bank when you use an
ATM, you instantly have an intuitive understanding of the level of security that I am
talking about. Think about your vision of the future, your current reality and what it will
take to get from one to the other. What is it like? What metaphors could you use?
Consider the book Who Moved My Cheese? Its popularity does not result from the
strategies it contains, but rather from its ability to help people understand what they are
going through during times of change.
Understanding makes a great many things bearable.

The consideration when working on your delivery is the role of congruent, emotional
expressiveness. You need to wholeheartedly believe the message that you are delivering,
both the good and the bad. Only then can you ensure that your genuine feelings come
through strongly in your words, tone and facial expression.

Remember that communication is an ongoing process. Repetition is critical. When you

start to think that you have over-communicated, repeat what you have already done nine
more times.

Well-crafted, personal and interactive communication is the key. Other strategies such as
memos, emails, newsletters, professional blogs and the like can be used to reinforce
what people have already been told. However, staff should never hear something
unexpected or new through such channels.

1. Daft, R. & Lengel, R. (1984), ‘Information Richness: A New Approach to

Managerial Behavior & Organization Design’, in B. Staw & L. Cumings (eds) Research
in Organizational Behavior, vol. 6. ↩
2. Daft, R., Lebgel, R. & Trevino, L. (1987), Message Equivocality, Media Selection
& Manager Performance, MIS Quarterly ↩
3. See for example the case of leading change at a large oil company in Larkin, S. &
Larkin, T. (1994), Communicating About Change, McGraw-Hill; and Marton, B.
(2005), Communicating Change At Ford, Harvard Business School Publishing

Communicating Change: Part Three © 2009

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Communicating Change: Part Three © 2009