INTODUCTION

HOW CHANGE GETS COMMUNICATED AND TALKED ABOUT

IS CRUCIAL TO ITS SUCCESS?

A SURVEY IN CANADA'S MANAGERS IN TOP CORPORATION VIEWED COMMUNICATION AS THE MOST IMPORTANT FACTOR IN ACHIEVING

SUCCESSFULCHANGE SUCH AS MERGERS, DOWNSIZING AND REENGINEERING

A SURVEY OF TOP MANAGERS IN FORTUNE 1000 FIRMS FOUND THAT A CLEAR AND CONSISTANT COMMUNICATION WAS DEEMED BY THEM TO BE

INTEGRAL TO ACHIEVING SUCCESSFUL ORGANIZATIONAL CHANGE.

A STUDY OF 43 US ORGANIZATIONS IN THE MIDST OF MAJOR CHANGES FOUND THAT MOST COMPANIES HAD NOT DEVELOPED A STRATEGY FOR

ANNOUNCING THE CHANGE WHICH LEAD TO THWE EMERGENCE OF COUNTERPROUCTIVE RUMOURS

OBJECTIVE OF THE SESSION

DEALING WITH COMMUNICAION STRATEGIES FOR SUCCESSFUL CHANGE MANAGEMENT

SKILLS NEEDED TO PUTTING THOSE STRATEGIES INTO

ACTION

BASIC COMMINICATION PROCESS

POWER

GENDER DIFFERNCES

EMOTIONS

LANGUAGE

LANGUAGE

STATEMENT 1“SIT DOWN” THIS SIGNALS HIGHER STATUS OF THE PERSON

UTTERING THE STATEMENT ; PERHAPS IT INDICATES ANGER AND NO NEED

TO ENGAGE IN PLEASNTARIES

STATEMENT 2“I WOULD BE HONOURED IF YOU WOULD SIT DOWN” THIS SIGNALS

RESPECT OR POOSIBLY SARCASM DEPEDING ON THE TONE OF VOICE AND SITUATION

POWER IN COMMUNICATION RELATES TO THE GRAVITY WITH

WHICH THE STATEMENT IS BEING CONVEYED

Based on work originally proposed by

the social psychologists

French and Raven,

there are six different breakdowns of power in

interpersonal communication:

referent, legitimate, reward, coercive, persuasive,

and expert.

Referent power - is based upon the identification with the person who has the resources, or the desire to be like that person. It could be regarded as imitative power, which is often seen in the way children imitate their parents.

Legitimate power - is based on agreement on commonly held values which

allow one person to have power over another person, for example an older

person or one who has longer service or is seen to be charismatic.

Expert power - is based upon one person perceiving that the other person has

expert knowledge of a given subject and is a recognized authority in a given

situation as the engineer in a building project.

Coercive power - this enables a person to mediate punishments for others. For

example, to dismiss, suspend, reprimand them, or make them carry out

unpleasant tasks.

Reward power - occurs when a person has the capacity to offer or mediate

rewards to others as promotions, recommendations, praise or answers to

questions.

GENDER DIFFERENCES

GETTING CREDIT

TANNEN FOUND THAT MEN TEND TO CLAIM CREDIT THROUGH THE USE

OF THE WORD “I” .WHILE WOMEN ARE MORE LIKELY TO ISE THE WORD “WE”

EVEN IN SITUATIONS WHERE THEY HAD SPECIFICALLY TAKEN ACTIONS

THEMSELVES

AN UNDERSTANDING OF POTENTIAL GENDER DIFFERENCES IN THE COMMUNICATION

PROCESS WILL REMIND CHANGE MANAGERS TO REFLECT ON THE ACCURACY OF

THEIR ASSUMPTIONS AND CONCLUSIONS ABOUT PARTICULAR INDIVIDUALS

FOR EXAMPLE, AN ASSESSMENT BY A MALE MANAGER OF HOW WELL A WOMAN IS

COPING WITH CHANGE, COMPARED TO OTHE MAN IN THE SAME ORGANIZATION

UNIT

EMMIOTIONS AND COMMUNICATIONPOINTS NEED TO BE CONSIDERED WHILE FRAMING THE ENTIRE MESSAGE

CORE MESSAGE REGARDING THE CHANGE

EMOTIONAL ARGUMENTS

METAPHORS

PACKAGING THE MESSAGE

EMOTIONAL MODE OF COMMUNICATION

HUMOUR

DISPLAY EMOTIONS

CHARACTERISTICS OF CHANGE LEADERS

EMMIOTIONS AND COMMUNICATIONPOINTS NEED TO BE CONSIDERED WHILE FRAMING THE ENTIRE MESSAGE

BEHAVIOUR OF CHANGE MANAGERS TO STAFF

FAIRNESS AND JUSTICE

SETTING

GROUP DYNAMICS

CEREMONIES

PLEASANT ATMOSPHERE

STRATEGIES FOR COMMUNICATING CHANGE

HOW MUCH CAN YOU

COMMUNICATE?

HOW TO GET

STAFF

BUY IN?

COMMUNICATION STRATEGY CONTINUUM

HOW MUCH CAN YOU COMMUNICATE?

HERE THE QUALITY OF THE COMUNICATION BECOME IMPORTANT --- AND THE QUANTITY OF THE COMMUNICATION DOES NOT

PLAY ANY ROLE.

CHANGE TEAM IS AT ITS BEST WHEN ITS MEMBERS ACT NOT AS THE

REPORTERS OF THE INFORMATION ABOUT THE CHANGE BUT AS

SENSE MAKERS FOR FASCILITATING AND UNDETRSTANDING FOR THE

CHANGE RECEPIENTS AND HELPING THEM TI IDENTIFY ---

( FILTER AND DISTILL )

WHAT IS IMPORTANT IN THE INFORMATION THAT IS PROVIDED?

THIS HELPS TO AVOID WASTAGE OF TIME INVOLVED IN TRANFERRING

THE UNNECCESSARY INFORMATION AND THE CHANGE MAKERS

ALSO GAIN TIMELY FEEDBACK

GETTING WORD OUT OR GETTING BUY IN

GEETING WORD OUTMEANS

INFORMATION PROVIDED

ABOUT CHANGE

GETTING STAFF BUY INMEANS

PARTICIPATION IN

UPCOMING CHANGR

HERE THE GEETING STAFF BUY IN PLAYS AN IMPORTANT ROLE AS IT

HELPS TO GET THE INFORMATION FROM THE PEOPLE THAT WILL BE

USEFUL IN ACHIEVING THE CHANGE

IDENTIFYNG WHAT IS IMPORTANT FOR THEM AND UNCEVERING WHAT

THEY SEE AS COST AND BENEFITS OF CHANGE.THIS SORT OPF

PARTICIPATION ---------

WILL TOUCH INDIVIUAL STAFF IN A WAY THAT MOTIVATES THEM

TOWARDS THE CHANGE

WILL ALSO RELATE POSITIVELY TO BOTH WHETHER THEY PERCIEVE

THE OUTCOME OF THE CHANG AS FAIR OR WHETHER THEY PERCIEVE

THE CHANGE AS FAIR

THE COMMUNICATION STRATEGY CONTINUUM

LOW

HIGH

SPRAY & PRAY

TELL & SELL

UNDERSCORE & EXPLORE

IDENTIFY & REPLY

WITHHOLD & UPHOLD

GREAT LITTLE

AMOUNT OF INFORMATION TRANSMITTED

CO

MM

UN

ICA

TIO

N

EF

FE

CT

IVE

NE

SS

CONTINGENCY APPROACHES TO COMMUNICATION STRATEGY

DEPENDS ON

THE TYPE OF CHANGE

DEPENDS ON

THE STAGE OF THE CHANGE

COMMUNICATION STRATEGY DEPENDING ON THE TYPE OF CHANGE

(1)DEVELOPMENTAL/INCREAMENTAL

(2)TASK FOCUSSED

(3)CHARISMATIC

(4)TURNAROUNDS

COMMUNICATION STRATEGY DEPENDING ON THE STAGES OF CHANGE

COMMANDING,LOGICAL,INSPITRATIONALAND SUPPORTIVE

TYPES OF LEADERSHIP ALSO

GETS TRANSFORMED PERTAINING TO THE STAGES OF CHANGE.

THESE STAGES OF CHANGE ARE--

PLANNINGENABLING

LAUNCHINGCATALYZINGMAINTAINING

TELLING STORIES

SELLING CHANGE UPWARD

TOXIC HANDLERS

LISTENING AS COMMUNICATION SKILL

TALKING IN STEPS

INTIATIVE CONVERSATION

CONVERSATIONS FOR UNDERSTANDING

CONVERSATION FOR PERFORMANCE

CONVERSATIONS FOR CLOSURE

TALKING COHERENTLY

IDEALS

APPEALS

RULES

DEALS

CHANGE CONVERSATION SKILLS

ALIGNING THE LANGUAGE WITH THE DESIRED CHANGE

MACHINE IMAGERY OF CHANGE

DEVELOPMENTAL IMAGERY OF CHANGE

TRNSITIONAL IMAGERY OF CHANGE

TRANSFORMATIONAL IMAGERY OF CHANGE

CREATING A COMMON CHANGE LANGUAGE

CHANGE CONVERSATION SKILLS

COMMUNICATING CHANGE WITH THE OUTSIDE WORLD

SELLING INTERNAL CHANGES TO EXTERNAL STAKEHOLDERS

IN THIS REFERENCE SOME OF THE DEFENSIVE MANAGEMENT

PRACTICES USED ARE--

EXCUSESJUSTIFICATION

DISCLAIMERSCONCEALMENT

COMMUNICATION STRATEGIE SPRACTIED DURING THE

CRISIS MANAGEMENT PLAY AN IMPORTANT ROLE

IN MAINTAING AND UPBRINGING

THE CORPORATE REPUTATION

STRATEGIES USED ARE---MORTIFICATION

CORRECTIVE ACTION

BOLSTERING

DENIAL

SHIFTING THE BLAME