Chapter 11 Skills for Communicating Change

1. Chapter 11Skills for Communicating Change

2. Communication Skills These skills are aimed at involving people and encouraging commitment to the change process It may not be possible to overcome some change issues through communication – at times the differences between intended outcomes and internal and external views can be too deeply embedded Communication Skills Key Communication Skills Change Conversations Coherent Language Imagery and Common Language Communication with the Outside 11-2

3. Key Communication Skills Four key skills for communicating include: Listening: There are four types of listening skills – suspending judgement, identifying assumptions, listening for learning, and reflecting. (Gerard & Teurfs, 1997) Telling stories: This is an effective way of helping employees learn from past changes & painting pictures of the future. Selling change upward: Issue selling is a way of gaining senior management attention to changes initiated from below. Toxic handling: Some people in organizations take on a role of handling the ill-effects of change processes and absorbing these as a way of shielding others from their negative impact. (Frost & Robinson, 1999) Communication Skills Key Communication Skills Change Conversations Coherent Language Imagery and Common Language Communication with the Outside 11-3

4. Change Conversations Different change conversations should be used at different stages of a change process. There are four types of conversations: Initiative conversations: these draw attention to the need for change. Conversation for understanding: this communicates the type of changes needed and allows for a greater appreciation of why this type of change. Conversations for performance: this focuses on the actual change that is intended and how progress will be monitored. Conversation for closure: this signals the end of the change (Ford & Ford, 1995) Communication Skills Key Communication Skills Change Conversations Coherent Language Imagery and Common Language Communication with the Outside 11-4

5. Coherent Language Coherent language is important to avoid message ambiguity in the change message. The desired change and the language used must be in sync with and reflective of each other. Sillince (1999) identified four dominant language forms used in change conversations: Ideals: expressing preferences Appeals: seeking support Rules: seeking to direct the behavior of individuals Deals: serving as a form of bargaining and exchange Example: Table 11.6 Communication Skills Key Communication Skills Change Conversations Coherent Language Imagery and Common Language Communication with the Outside 11-5

6. Imagery & Common Language The use of metaphors influences the images of change. These change images include: Machine: this is based on the “fix and maintain” view: repair, adjust, correct Developmental: this is based on the “build and develop” view: growing, getting better, nurturing Transitional: this is based on the “move and relocate” view: leaving the past behind, moving from Transformational: this is based on the “liberate and re-create” view: reinventing, recreating (Marshak, 1993) The use of words and sentences that are misinterpreted or have evolved from their original meaning can be detrimental to the change process. It is important that a common change language is established. Table 11.8 Communication Skills Key Communication Skills Change Conversations Coherent Language Imagery and Common Language Communication with the Outside 11-6

7. Exercise 11.1 & Exercise 11.3

8. Communication with the outside Communicating to external stakeholders is as important as communicating internally. Research in this area has focused on: Impression management: four key defensive practices used to protect organizations from negative reactions have been identified: excuses, justifications, disclaimers and concealment. Communication Skills Key Communication Skills Change Conversations Coherent Language Imagery and Common Language Communication with the Outside 11-8

9. Communication with the outside Research in this area has focused on: Sensegiving strategies: these are: acquiescence sensegiving - strategic changes are presented as being aligned with current understandings and norms, and balancing sensegiving - frames a change as deviating from current norms. Crisis management & Corporate reputation: maintaining reputation during crisis is crucial. b/c corporate reputation is an important asset that is positively correlated with organizational performance. Constructed external image :: staff motivation Table 11.10, 11.12 Communication Skills Key Communication Skills Change Conversations Coherent Language Imagery and Common Language Communication with the Outside 11-9

10. Chapter 12Sustaining Change

11. Sustaining Change The ability to make the change “the new normality” indicates the long-term success of the change Once implemented, change should become an integral part of the organizaitonal culture New behaviours and new mindsets should be formed Sustaining Change Actions for Sustaining Change Change Managers Beware 12-11

12. The drivers of change model Environment Marketplace requirements for success Business imperatives Organizational imperatives Cultural imperatives Leader and employee behavior Leader and employee mindset

13. Actions for Sustaining Change Redesigning roles: This is a common outcome of change and is an element of the change process. Redesign reward systems: reward systems form part of the culture and changing this is a way to directly influence the core values of the organisation. Link selection decisions to change objectives: Selection criteria are symbols of whether new ideas and change are being encouraged. Act consistently with advocated actions: This indicates the permanency of change through adopted practices and priorities. Sustaining Change Actions for Sustaining Change Change Managers Beware 12-13

14. Actions for Sustaining Change Encourage “voluntary acts of initiative”: New practices that support the change should be encouraged as the norm at all levels of the organization. Measure progress: Measures are used as a means to quantify the progress of change and to provide achievable goals. Celebrate “en route”: It is encouraging for all involved in the change if short term wins are acknowledged and celebrated. This enhances the credibility of the program. Fine-tune: The change program should be open to remodifications that improve the change outcomes. Sustaining Change Actions for Sustaining Change Change Managers Beware 12-14

15. Change Managers Beware Expect some unanticipated outcomes Be alert to measurement limitations Don’t “declare victory” too soon Beware escalation of commitment Recognize “productive failure” Sustaining Change Actions for Sustaining Change Change Managers Beware 12-15

16. Exercise 12.1, 12.2, 12.3