Managing Dynamic Environments
amhs2000
08._chap0011__chap0012.pptChapter 11
Skills for Communicating Change
Communication Skills
Key Communication Skills
Change Conversations
Coherent Language
Imagery and Common Language
Communication with the Outside
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
11-*
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-*
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-*
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-*
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-*
*
Exercise 11.1
&
Exercise 11.3
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-*
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-*
Chapter 12
Sustaining Change
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-*
Environment
Marketplace requirements for success
Business imperatives
Organizational imperatives
Cultural imperatives
Leader and employee behavior
Leader and employee mindset
The drivers of change model
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-*
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-*
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-*
Exercise 12.1, 12.2, 12.3
