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

LANGUAGE

POWER
GENDER DIFFERNCES

EMOTIONS

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 COMMUNICATION

POINTS 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 COMMUNICATION

POINTS 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 OUT

MEANS
INFORMATION PROVIDED
ABOUT CHANGE

GETTING STAFF BUY IN

MEANS
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

HIGH

COMMUNICATION
EFFECTIVENESS

UNDERSCORE & EXPLORE

TELL & SELL

SPRAY & PRAY

IDENTIFY & REPLY

WITHHOLD & UPHOLD

LOW
GREAT
AMOUNT OF INFORMATION TRANSMITTED

LITTLE

CONTINGENCY APPROACHES TO COMMUNICATION STRATEGY

DEPENDS ON

DEPENDS ON

THE TYPE OF CHANGE

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-

PLANNING

ENABLING

LAUNCHING

CATALYZING

MAINTAINING

LISTENING AS COMMUNICATION SKILL

TELLING STORIES
SELLING CHANGE UPWARD

TOXIC HANDLERS

CHANGE CONVERSATION SKILLS

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

COMMUNICATING CHANGE WITH THE OUTSIDE WORLD

SELLING INTERNAL CHANGES TO EXTERNAL STAKEHOLDERS
IN THIS REFERENCE SOME OF THE DEFENSIVE MANAGEMENT
PRACTICES USED ARE--

EXCUSES

JUSTIFICATION
DISCLAIMERS

CONCEALMENT

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