managing change week 7
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New_Ch_7_RD.pptChapter 7
Change Communication Strategies
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
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Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change that recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts.
The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices.
Highlights of the third edition include: • New coverage of contemporary topics throughout, such as “depth of change”
(Chapters 1, 4, and 12), change in a recession (Chapter 3), the built-to-change organization (Chapter 4), and the impact of social media and the communication “escalator” (Chapter 7).
• A new chapter, “The Effective Change Manager: What Does It Take?” (Chapter 12), exploring competency frameworks, interpersonal communication processes and skills, issue-selling tactics, and the need for the change manager to be politically skilled.
• Improved visual appeal with more graphics and occasional memorable cartoons.
Now available with —the leading adaptive learning resource.
connect.mheducation.com
Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change that recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts.
The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices.
Highlights of the third edition include: • New coverage of contemporary topics throughout, such as “depth of change” (Chapters 1, 4, and 12),
change in a recession (Chapter 3), the built-to-change organization (Chapter 4), and the impact of social media and the communication “escalator” (Chapter 7).
• A new chapter, “The Effective Change Manager: What Does It Take?” (Chapter 12), exploring competency frameworks, interpersonal communication processes and skills, issue-selling tactics, and the need for the change manager to be politically skilled.
• Improved visual appeal with more graphics and occasional memorable cartoons.
Now available with —the leading adaptive learning resource.
connect.mheducation.com
The Importance of Communication
- Communication processes are important to the success of a change program
- Change communication is intended to convey information about the intended change, why the change is necessary, and how it is to be achieved
- Communication, by influencing the understanding of people involved, is a key element in building commitment
Importance of Communication
Change Images & Communication
Communication Process
Gender, Power & Emotion
Language Matters
Communication Strategies
Contingency Approaches
Communication Channels & Social Media
10-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Change Images and Communication
Importance of Communication
Images of Managing Change
Communication Process
Gender, Power, & Emotion
Language Matters
Communication Strategies
Contingency Approaches
Communication Channels & Social Media
10-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
| Images | Purpose of Communication |
| Director | Ensure people understand what is going to happen and what is required of them. Communication strategies need to ensure that there is no message overload or message distortion |
| Navigator | Similar to director but pay attention to identifying alternative interests that may disrupt the proposed change. “Tell and sell” communication techniques are used to try to win people over to the change. |
| Caretaker | Focus is on letting people know about the “why” of change, that is, the inevitability of the changes and how best to cope or survive them. “Identify and reply” (reactive) communication strategy is used. |
| Coach | Focus is on ensuring people share similar values and are aware of what actions are appropriate to these values. The focus of the coach is “getting buy-in” to the change through shared values and the use of “positive emotions.” “Underscore and explore” interactions are used to engage in dialogue about the change. |
| Interpreter | Interpreters provide staff with a sense of “what is going on” through story telling, metaphors, and so on. They recognize that not all will buy in to the story of change, but the aim is to provide the most dominant account. “Rich” communication media are most favored. |
| Nurturer | The nurturer image leads change managers to reinforce the view that processes cannot always be predicted and that often outcomes will occur that are innovative and creative for an organization even though few people could have anticipated what these might be prior to their occurrence. |
The Communication Process
- Transmitter sends the communication (message) through channels to receiver. Transmitter expresses (codes) the message and receiver interprets (decodes) the message
perceptual filters and context both affect coding and decoding
error may occur in the communication process so it is important to check that the message has been accurately coded and interpreted
- In designing change communications, be aware of the problems that can occur due to
message overload
message distortion
message ambiguity (but note Christensen & Cornelissen, 2011)
Importance of Communication
Change Images & Communication
Communication Process
Gender, Power & Emotion
Language Matters
Communication Strategies
Contingency Approaches
Communication Channels & Social Media
10-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Gender, Power & Emotion
- Gender is associated with differences in how communication occurs. Examples include
Expressions of confidence and boasting
Willingness to ask questions
How feedback is given and received
- Recognition of gender-based differences in communication style can prevent misinterpretation of these differences
- Power differences can be a barrier to communication
- Emotions can interfere with the communication process but can also be a positive resource
Importance of Communication
Change Images & Communication
Communication Process
Gender, Power, & Emotion
Language Matters
Communication Strategies
Contingency Approaches
Communication Channels & Social Media
10-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Language Matters 1
- The language managers use in a change situation creates meaning for others regarding what is ‘going on’
- Change managers need to be skilled in use of appropriate language
- Four types of conversation (Ford & Ford, 1995)
Initiative: draw attention to the need for change
Understanding: what needs to be achieved
Performance: actions needed
Closure: acknowledge and celebrate completion
Importance of Communication s
Change Images & Communication
Communication Process
Gender, Power, & Emotion
Language Matters
Communication Strategies
Contingency Approaches
Communication Channels & Social Media
10-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Language Matters 2
- Four dominant ‘language forms’ (Sillince, 1999)
Ideals: express preferences
Appeals: seek support
Rules: seek to direct the behavior of others
Deals: serve as a form of bargaining and exchange
- Align language with the change (Marshak, 1993)
Machine imagery: portrays organization as ‘broken’ and needing to be ‘fixed’
Developmental imagery: emphasizes the need to improve
Transitional imagery: emphasizes making changes by building on what exists
Transformational imagery: emphasizes radical change
- Be aware that ‘surface-level’ language differences may be a sign that there are some fundamental differences in beliefs and assumptions amongst those involved
Importance of Communication s
Change Images & Communication
Communication Process
Gender, Power, & Emotion
Language Matters
Communication Strategies
Contingency Approaches
Communication Channels & Social Media
10-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Communication Strategies
- Can you communicate too much?
‘we need more communication’ vs information overload and lack of real participation
- Getting word out or buy in:
focusing on the provision of information and/or gaining participation in the process.
- Beyond ‘spray and pray’ (Clampitt et al, 2000)
A communication continuum of five approaches
Spray and pray
Tell and sell
Underscore and explore
Identify and reply
Withhold and uphold
- Who should be responsible for communicating?
The role of a transition management team
Importance of Communication
Change Images & Communication
Communication Process
Gender, Power, & Emotion
Language Matters
Communication Strategies
Contingency Approaches
Communication Channels & Social Media
10-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Contingency Approaches
- Communication strategy should take into account
(i) the type of change (Stace & Dunphy, 2001)
Developmental/incremental
Task-focused
Charismatic
Turnaround
(ii) the degree of change (Quirke, 2008)
(iii) the stage of change (Reardon & Reardon, 1999)
Planning
Enabling
Launching
Catalyzing
Maintaining
Importance of Communication
Change Images & Communication
Communication Process
Gender, Power, & Emotion
Language Matters
Communication Strategies
Contingency Approaches
Communication Channels & Social Media
10-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Communication Channels and Social Media
- Media vary in ‘richness’ (Lengel & Daft, 1988) which depends on ability to:
Concurrently handle many items of information
Provide rapid feedback
Establish a personal focus
- The appropriate level of richness depends on what is being communicated and the nature of the audience
e.g., for non-routine, difficult communications use a rich medium such as face-to-face
- Social media applications include (Gifford, 2013)
Increasing efficiency of information transfer
Seeking/giving employee voice
Facilitating collaboration
Supporting self-directed learning
recruitment
Importance of Communication
Change Images & Communication
Gender, Power, & Emotion
Language Matters
Communication Strategies
Contingency Approaches
Communication Channels & Social Media
10-*
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
