Effective communication in an organization is paramount to normal
business practices as well as enabling change (which, technically, is a
part of normal business practices). From the paper by Marcin
Jakubiec (2019), we learned some of the common misconceptions of
what communication truly is - it is not just words, words themselves
are subjective, any communication is good communication, we are
either born with or without communication skill. For business
leaders, forming a vision centered in effective communication that
considers the unique nature of all stakeholders in change is the best
way for long-term success in sustainable change.
c The adaptive leadership toolkit can be a useful tool or a worthless
piece of corporate propaganda - the difference is in the intent and
delivery. Kotter (2007) identifies the process of change
implementation and the need to follow the order and avoid skipping
steps. In his method, leaders must start by driving urgency and
building a coalition of change around a fundamental vision (Kotter,
2007). In step four,
"Communicate the Vision,"
(Kotter, 2007), is the
pivot point where the adaptive leadership toolkit could be
implemented. This adoption should happen only after the leader has
identified pain points and a significant portion of stakeholders are
ready to change. Not only should the toolkit be carefully crafted, but
the medium is important. Email newsletter? This violates about all
the points raised by Jakubiec about communication. The format will
be critical to success.
c So, how do we make change that lasts? c Not easy. As Kotter (2007)
lays out, it is common for initiators of change to be over-zealous and
celebrate too soon. Old habits die hard. c In addition, there is usually a
resisting force working against change that could take this celebration
as a way to get change agents to back off - allowing them to slip
slowly, or quickly, back to the way things were. Creating small wins
along the way is essential, but small wins alone will not in themselves
make change permanent. c Gustavo Razzetti (2019) says that lasting
change requires willpower, strength, a central focus, and
accountability. This is an ongoing process, so it is important that the
adaptive leadership toolkit lives on - not simply "you have reached the
end and congratulations." This journey should never end, as change
should never end.
References
Jakubiec, Marcin. (2019). THE IMPORTANCE OF INTERNAL
COMMUNICATION FOR MANAGEMENT OF AN ORGANISATION.
Scientific Papers of the Silesian University of Technology.
https://ezproxy.snhu.edu/login?url=https://search.ebscohost.com/lo
gin.aspx? direct=true&db=bsu&AN=139613638&site=eds-
live&scope=site
Kotter, John. (2007). Leading Change.
Why Transformation Efforts
Fail.
Harvard Business School Prep.
https://ezproxy.snhu.edu/login?url=https://search.ebscohost.com/lo
gin.aspx?direct=true&db=edsbig&AN=edsbig.A156724769&site=eds
- live&scope=site
Razzetti, Gustavo. (2019).
9 Steps to Creating Change that Will Last
.
Psychology Today.
https://www.psychologytoday.com/us/blog/the-adaptive-
mind/201909/9-steps-create-changes-will-last
