Communicating Change:

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Communicating Change The premise employee
satisfaction leads to customer satisfaction leads
to success in business leads to the bottom line
(profit) Thus, it is the primary responsibility
of the practitioner to ensure high employee
satisfaction
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Research has shown conclusively that employee
satisfaction is directly linked to the ability of
the supervisor to communicate with employees
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Communicating Change Why are people resistant to
change? Cognitive dissonance Most people would
rather die than change Reactions to
change Anger Fear Skepticism Distrust Uncertaint
y Hope Energized
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• 3 stages in reaction to change
• shock, disbelief
• Trying to buy time or stall
• What do you want me to do? (acceptance)

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• Reaction to change has to do with perception of
  leader
• Conspiratorial he doesnt care about us hes
  just taking care of himself
• 3 stooges were in deep trouble and that
  person has no clue
• What is needed is a powerful rationale that
  will convince employees of need to change

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Communication is an essential tool for
accomplishing change It is often used poorly or
thoughtlessly Used poorly, it confuses, makes
angry, feeds skepticism, cynicism Thus it worsens
fears, lessens communications still more, makes
employees more resistant to change
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Powerful rationale must be rooted in the
marketplace A Vision people will work for
something larger than themselves, will hitch on
if vision presented well People at work are like
mountain climbers who need to tether themselves
to other climbers in order to face the mountain
must be connected
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Need Strategic Communication, not Reactive
Communication Reactive focuses on WHAT People
want WHY See diagram to explore relationship
between say and do COMMUNICATE TO MOTIVATE
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• Share information
• Share the wealth
• Create excitement by sharing vision
• What to communicate
• Your business vision, strategies
• Obstacles
• Issues of concern

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Employees want to know How are we doing? Why do
we have to change? What can I do to protect my
job? Do you care? Your task as a leader is to
proclaim the vision and keep others moving
towards it
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The Employee Communication Model 1st piece of
pie provide direction tell me what to do 2nd
piece provide feedback how am I doing? 3rd
piece consider individual needs does anyone
care?
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4th - Communicate objectives how were doing
provide the big picture 5th communicate
vision/mission/values become the
cheerleader 6th create empowerment How can I
help? provide genuine opportunities for
involvement, support risk takers, promote mutual
trust
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Consider Resistance force that slows or stops
movement Signs of resistance Aural
fog/confusion Direct criticism Immediate
criticism Silence Burned before Deflection
(changing subject) Denial Easy
agreement Malicious compliance Raising objections
(but. ..)
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• Cycle of change
• Random incidents unawareness
• Recognition of problem realization of need for
  change
• Initial action building energy
• Implementation cooperation
• Waning activity

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Overcoming resistance Maintain clear
focus Embrace resistance listen to
objections Relax Join with the resistance begin
together Change the game nothing to resist
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• Degrees of resistance
• Change itself no hidden agenda just dont
  like the idea
• 2. Deeper issues distrust, bureaucratic
  culture/ punishments loss of face
• Deeply embedded see you as enemy, historical
  animosity

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• Factors important in getting new ideas across to
  others
• Relative advantage change better than status
  quo
• Compatibility link to old ways
• Simplicity keep it simple, easy
• East to test, experiment
• Observability- see it in action

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