7.4 Communicating change
No complex organization can remain healthy and viable for long without the capacity to anticipate, execute and adapt to change (Ellingsworth, 1976)
As we have already seen, the very nature of workplace change necessitates managers to communicate with employees in an open and flexible manner. Any form of autocratic management will only serve to alienate people and derail the change process.
Communication during a change process is essential and can:
- Foster an open questioning environment;
- Open communication channels beyond task performance issues;
- Seek new ideas and solutions to problems that hinder good performance;
- Encourage employee involvement in setting and evaluating their performance;
- Provide both formal and informal feedback;
- Maximise flexibility in evaluating results; and
- Look for success as much as failure.
The point here is that communicating change need not be a rigid process in which managers communicate according to rigid interpretation of how outcomes should be achieved. The communicative style is more flexible and builds mutual respect.
Informing staff on change processes and goals requires the manager to communicate for the purpose of:
- Clarifying employee role expectations;
- Identifying problems and/or plans for change; and
- Structuring a course of action.
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