COLUMN - Spotlight On Change
a child who hears his mother ask for the room to be cleaned, yet chooses not to listen or to prioritize the message; the same applies in organizational settings. Circumstances that impact an attitude towards active listening and hearing the change message can include levels of change saturation, history of degrees of success with change and personal circumstances to name a few. Where an organization can positively impact the receipt of the message may include:
The frequency of communication
Ensure it is continuous so the employee has no choice other than to ‘wear the glove’ of the change wherever he goes.
The variety and creativity of modes
Ensure differing modes, some formal and some more informal, drive curiosity. I recall one staff entry point was converted to a maze for the delighted staff to navigate upon shift commencement, reinforcing the change message within the maze. Refrain from sharing the ‘how’ of change until the ‘what’ and ‘why’ is firmly entrenched and understood in the employee.
Correct information from the most appropriate person
Credibility is key with communication; if the sender is perceived not to have the authority or ready access to the information, then there will be limited interest, regardless of the intention. Just remember - what the people don’t know or aren’t told will be made up!
Further Tips to Consider
We exist in an age of prolific information, which implies facts, figures and even opinions are out there everywhere. For larger transformations in public companies, there’s likely to be information swirling both inside such as the official communication agenda, as well as outside the organization. This may be in official press releases or on the less-formalized social media and comment sites. Stay aware of what’s out there, and form clear alignments and distinctions.
Communicate your awareness and the relevance of what is being said and how.
Communication consists of two components; the information nugget itself and also the emotion in which the nugget is packaged. The information will hold key reasons and details of an issue, having potential to be fairly constant, whilst the emotion will be different for each person, at times clouding any and all words. Communication through change can be helped when we allow the venting process to lead to a separation of issue and emotion.
Misplaced is the notion that communication alone can forge a change process. If communication was capable of doing that, we wouldn’t be seeing so many so-called change departments close their doors within the first 6 months of operation. Yet, communication is the core activity upon which all others depend. When approached with curiosity, dedication and importance, communication will serve a changing organization well; approach it with disdain – well, let’s not go there. Suffice to say the consequences shall guarantee at the very least misalignment, suspicion and confusion!
Debbie Nicol, the managing director of Dubai-based business consultancy and learning organization ‘business en motion’, working with strategic change, leadership and organizational development, assisting businesses and leaders to move ahead.
http://www.businessenmotion.com