In today’s fast-paced environment, change has become the new normal. Our world is characterized by VUCA (Volatility, Uncertainty, Complexity, and Ambiguity), underscoring the need for individuals and organizations to adapt to new technologies, new leadership, market dynamics, and evolving customer expectations. In his quote, ‘Change before you have to,’ Jack Welch, former CEO of General Electric, underscores the importance of proactive change management. This approach, which focuses on anticipating and preparing for change, not just reacting to it, is a key factor in ensuring organizational resilience and growth, providing reassurance and confidence in the face of uncertainty.
Successful organizational change is fundamentally about people and not entirely dependent on implementing new systems and processes. Effective communication is at the center of all human interactions. When implementing an organizational change, a robust change communications strategy can differentiate between transformative success and disruptive failure.
According to a 2021 study by established global management company McKinsey & Company, 70% of organizational change programs fail due to employee resistance, lack of management support, insufficient resources, poor communication, and a lack of alignment within the organization. Additionally, 53% of middle managers are unaware of the reasons behind major shifts in their organizations, which contributes to the failure of these initiatives. Involving employees at all levels, particularly frontline employees and their managers, significantly increases the chances of a successful transformation.
Change communication is the strategic process of effectively conveying information about organizational changes to stakeholders, including employees, customers, and other interested parties. It involves sharing the justification behind the change, the expected benefits, the impact on individuals and the organization, and the process involved in the transition.
Creating an effective change communication strategy that articulates a clear and compelling vision of the anticipated future while demonstrating how the change aligns with the organization’s mission and values can encourage and motivate employees to buy into the proposed change. In his book, Leading Change, Dr. John P. Kotter, an organizational transformation guru, states, ‘If you cannot describe your vision in five minutes and get their interest, you have more work to do in this phase of a transformation process’.
Poorly managed changes often result in rumors, resistance, uncertainty, apprehension, and exaggerated negative aspects of the proposed change. Lack of trust is at the forefront of resistance to change. Fear and skepticism can take hold when employees are uncertain about the reasons behind a change or its impact on their roles. Open, honest, and frequent communication helps to build trust, giving value to stakeholder input and concerns. When people understand the value and benefits of a proposed change and are involved in it, they are less likely to be resistant.
When employees feel they have a stake in the outcome of a project, change is more readily accepted. Incorporating mechanisms for feedback, suggestions, and engagement, such as surveys, focus groups, meetings, shared reports, discussion forums, Q&As, and town halls, enables employees to voice their opinions and contribute ideas, making them more likely to support and champion the change.
A robust change communication plan that proactively manages expectations communicates timelines, processes, and anticipates challenges can reduce the anxiety that naturally comes with change. Detailed communication about what to expect and when, how the change will be implemented, and what support will be available helps set realistic expectations and reduce anxiety among employees.
Utilizing various communication channels to provide information, training, and other relevant tools can enhance adaptability and flexibility. Adequately equipped employees adapt better to new roles, processes, and technologies, facilitating a smoother transition.
To maintain enthusiasm and momentum throughout the change process, continuous communication with regular updates on progress, a celebration of milestones reached, and recognition and reward of change champions can reinforce the desired behaviors and attitudes, helping to institutionalize the change.
Effective change communication is not just a supportive component but is central to the success of organizational change.
By creating a shared vision, building trust, fostering continuous engagement, managing expectations, and staying the course, effective communication helps align the entire organization toward the desired change. Change management addresses the human side of change, ensuring that all stakeholders are involved early and frequently, are well-informed, actively engaged, and supportive of proposed change objectives and implementation. Communication is pivotal to transforming vision into reality.
Poor organizations must change; good ones react quickly, and great ones create change.
References
Kotter, J. P. Leading Change. Boston: Harvard Business School Press, 1996