Innovative Change Proposal (WORK POSTED FOR MATHGUY18)

BBA 2026, Organizational Communication 1

Course Learning Outcomes for Unit VIII Upon completion of this unit, students should be able to:

1. Explain the role of technology in advancing communication between internal and external functions within the organization. 1.1 Devise methods for utilizing technology to enhance communication efforts.

4. Formulate effective strategies in overcoming real or perceived communication barriers within an

organization. 4.1 Identify a real or perceived problem within an organization. 4.2 Formulate ways to overcome the identified communication barriers within an organization.

9. Analyze the role that ethics plays within an organization.

9.1 Examine how to uphold ethical standards when proposing innovative change.

Reading Assignment Chapter 10: Organizational Innovation, Change, and Communication Chapter 11: Strategic Organizational Communication: Professional Applications of Organizational Communication Click here to access the Chapter 10 Presentation. Click here to access a PDF version of the Chapter 10 Presentation. Click here to access the Chapter 11 Presentation. Click here to access a PDF version of the Chapter 11 Presentation. In order to access the resources below, you must first log into the myCSU Student Portal and access the Business Source Complete database within the CSU Online Library. Christensen, M. (2014). Communication as a strategic tool in change processes. Journal of Business

Communication, 51(4), 359-385. Ramsey, R. D. (2013). Ten lessons worth unlearning. Supervision, 74(9), 23-25.

Unit Lesson

If you want to make enemies, try to change something. –Woodrow Wilson

Change. Leaders throughout history have delivered impassioned speeches to move people to heroic actions to bring it about. Scholars have written books and articles to explain best methods for accomplishing it. Researchers have created formulas and developed models to overcome opposition to it. Individuals even make yearly resolutions to embrace it. Whether on a large or small scale, the one common thread that weaves together all the efforts to enact change is that it can be difficult to bring about.

UNIT VIII STUDY GUIDE

Techniques for Strategic Communication

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Consider the challenges faced by those who want to inspire positive change within an organization. There may be groups of people who respond to change by supporting it, opposing it, or being indifferent to it. In comparison, in other organizations there may even be groups who desire change but refrain from proposing ideas or solutions to bring about needed changes (Shockley-Zalabak, 2015). This can be a result of beliefs that their opinions or efforts are futile because promoting new ideas could be seen as a risk to their status if not supported by organizational leaders. The goal for leaders committed to leading innovative change is to provide open channels of communication to welcome input and encourage members to offer ideas without fear of retribution. Instilling organizational trust can encourage members to share their ideas and help establish a healthy environment where inspirational ideas can be heard. Shockley-Zalabak (2015) categorizes organizational change into three categories: structural, technological, and behavioral:

 Structural change “attempts to change an organization’s basic design by altering chain of command, work functions, spans of control, and decision making” (p. 335).

 Technological change focuses on “state-of-the-art machinery, automation, job design, and new products and services” (p. 335).

 Behavioral change focuses on the “development and engagement of organizational employees and other stakeholders as resources” (p. 335).

Whether trying to make structural, technological, or behavioral changes, understanding the process that leaders can follow to help members better accept change is crucial. “Organizational change is not something static but is an ongoing process that develops and fluctuates over time” (Christensen, 2014, p. 377). Ramsey (2013) claims what is needed by leaders today is unconventional ways of thinking. “Innovation, fresh ideas, and new approaches are the currency of successful leadership in the future” (Ramsey, 2013, p. 23). Creating change involves cultivating an environment that promotes understanding and conviction, increases competencies, and aligns processes and structures (Chui, Dewhurst, & Pollak, 2013). One must let go of learned behaviors or ways of thinking about change in order to embrace new insights and methods for affecting change. Gathering Input An important step to take to bring about change is to obtain buy-in or acceptance from key stakeholders who will support the initiative. Stakeholders can be defined as “individuals and groups who have an interest in the organization and are able to influence the organization’s ability to meet its goals” (Shockley-Zalabak, 2015, p. 353). Some of the most valuable input to bring about needful change can come from stakeholders. There are several methods for obtaining input and data from these groups including “questionnaires, audits, interviews, performance, data, cost analysis, and trained observation” (Shockley-Zalabak, 2015, p. 332). Questionnaires or surveys can be gathered from employees/members or by using a sample of employees to represent the entire population. One useful method of receiving unreserved feedback from key stakeholders is to gather the information anonymously. Collecting information in this way can alleviate fears of contributing members who may not agree with current processes or systems. Being willing to openly receive input can also help organizations avoid groupthink and receive rich and diverse viewpoints. Another important method for gathering data is the use of a cost analysis. A cost analysis can involve “estimating the dollar amount for costs of purchasing a product or an advertising campaign. It can also include assessing the costs or expenditure of human resources to determine the financial impact of a proposed change” (Shockley-Zalabak, 2015, p. 333). For instance, if an organization wants to provide breaks for employees to conduct stress relieving activities, the costs of the time away from tasks can be compared to increased production by lowering stress levels of employees. Take the company Zynga as an example. Some of the costs associated with making the workplace a more creative place for employees are offset by the novel ideas employees create.

Zynga, the developer behind social games like FarmVille, Pioneer Trail and Mafia Wars moved into their new office in San Francisco last year that features many playful perks for their employees. The lobby is entered by walking through a glowing tunnel, with large reflective arrows pointing you in the right direction. Inside, chairs and tables are laid out in flexible arrangements, along with food stations, even a converted camper dubbed the ‘Zyngabago.’ The building also accommodates a dog run on the roof, as dogs are encouraged in the building. Additionally, employees are encouraged to “do

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what’s necessary” to liven up their surroundings including painting murals on the walls and decorating their surroundings with inspiration for the various types of games being developed. (Lachut, 2012, para. 3).

Sometimes a cost analysis or cost benefit analysis will show the costs either in monetary value or time to implement to bring about greater benefits to employees and the overall company. Ensuring that data is accurate and interpreted correctly is an essential responsibility of leaders. Once information from surveys, cost analysis, or other data is interpreted and applied, this can help key stakeholders understand a need for change and the benefits of a proposed course of action. Communicating Change Proposing a method for implementing solutions to bring about change and communicating the plan openly is vital. Strategic organizational communication should be employed before sending any message. This can be defined as a “communication processes in which organizational messages are deliberately generated, are based on environmental data, analysis, ad strategy selection, and are guided by organizational objectives” (Shockley-Zalabak, 2015, p. 371). The fundamental concept to remember is: deliberate. This means to consider the most appropriate channel, clarity of the message, and possible audience reactions. Christensen (2014) asserts the importance of communicating with stakeholders at every phase of the change process:

Preparation is central to any organizational change process and includes informing all parties about the forthcoming changes. The need for efficient communication is very much present in these preparatory phases of a change process. This, however, demands the effort of establishing effective organizational communication on the same level of strategy as the change process. (p. 388)

Using technology to communicate ideas is imperative in today’s digital market place. Borton (2014) provides suggestions for communicating benefits packages to employees.

Keep your messages clear, concise and consistent. Use every communication channel available to get your message out at least seven times, if not more. Use attention-getting headlines, bright colors and relatable photos. Remember, you are competing for your employees’ attention in a world where they are inundated with messages from every direction. (Borton, 2014, p. 23)

The suggestions can be applied to any internal or external communication delivered to employees and other key stakeholders. The main point to remember is to communicate through a channel that stakeholders are most likely to receive—whether it is through memo, email, face-to-face, or online post. When considering the most appropriate channel to communicate ideas, Chui et al. (2013) assert that no specific social technology can transform organizations on its own. “Companies must define their objective, select a technology, and then consider the additional elements of organizational change required to support it” (Chui et al., 2013, para. 8). For example, knowing the needs and preferences of the target audiences and which channel they are most comfortable with can help one decide the best method for communicating ideas. Another factor to consider is the image or reputation of the organization and how it is perceived by stakeholders (Shockley-Zalabak, 2015). For instance, if an organization has an official means of communication that is more formal, then communicating messages or even steps for change through an informal channel may not be as effective. On the other hand, if an organization and its members are well versed in social media, then using such a channel to communicate ideas or even gather feedback could be beneficial for affecting change. Deciding when to send communications to stakeholders is also an important detail. Are members most likely to read a message communicated on a Friday night at 9 p.m., or on a Monday morning at 9 a.m.? When posting on Facebook, Twitter, or LinkedIn, there could also be best times to post to the visibility rate of electric messages:

 Facebook: post between 1-4 p.m. Monday-Friday

 Twitter: post 2-3 p.m. Monday-Thursday

 LinkedIn: post anytime Tuesday-Thursday (“Best time to post,” 2014)

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Conclusion When you are passionate about making changes within an organization it is important to learn how to communicate your ideas professionally. Conceptualizing the various factors that affect change initiatives and applying steps to get the most buy-in by stakeholders is key. One principle element that can lead to successful change cannot be explained by a formula, outlined by a model, or discouraged by opposition is a person’s passion for bringing about the positive change. Remember, innovative ideas are just that–- innovative. This means groundbreaking, inventive, or pioneering. For the question is not whether or not one will be met with resistance, but what can be done to overcome and communicate ideas clearly so that people begin to buy-in to the much needed change. No matter what the change is that you seek, always persevere.

“Never doubt that a small group of thoughtful, concerned citizens can change the world. Indeed it is the only thing that ever has."

Margaret Mead

References Best time to post on social media. (2014). Communication Briefings, 33(10), 1. Borton, E. (2014). Common communication blunders. Benefits Magazine, 51(9), 20-23. Christensen, M. (2014). Communication as a strategic tool in change processes. Journal of Business

Communication, 51(4), 359-385. Chui, M., Dewhurst, M., & Pollak, L. (2013). Building the social enterprise. Mckinsey Quarterly, (4), 8-11. Lachut, S. (2012). How playful workplaces will change the future of work. Retrieved from

http://www.psfk.com/2012/06/playful-workplaces-future-of-work.html Ramsey, R. D. (2013). Ten lessons worth unlearning. Supervision, 74(9), 23-25. Shockley-Zalabak, P. S. (2015). Fundamentals of organizational communication: Knowledge, sensitivity,

skills, values (9th ed.). Upper Saddle River, NJ: Pearson.

Suggested Reading In order to access the resources below, you must first log into the myCSU Student Portal and access the Business Source Complete database within the CSU Online Library. Borton, E. (2014). Common communication blunders. Benefits Magazine, 51(9), 20-23. Friel, B. (2004). Delivering your message. Government Executive, 36(7), 68. Use the Internet to locate the resource below that includes a sample memo. This may help you on the Unit VIII Final Project: Purdue University. (2011). Sample memo. Retrieved from https://owl.english.purdue.edu/owl/resource/590/04/