Managing Change Key 2 - Communication -continued from page one

TO WHOM:

Some managers have a tendency to communicate change on what is termed a "need to know" basis. That is, people who must have the information get it, but those that are not directly involved do not. (Actually they will eventually through informal channels). While this makes some sense, generally it doesn't work, resulting in feelings of being left out, not being valued, etc.

The basic rule of thumb is that communication should take place directly between the manager and employees when employees NEED TO KNOW OR WANT TO KNOW.

In other words, except for situations that involve confidential information, even those people who are indirectly affected will likely want to know what is going on, and how it may affect them. Also, keep in mind that it is rare that any change in an organization will not have an effect, directly or indirectly, upon all members of the organization.

Better, far better, for the manager to err on the generous side of communication than on the skimpy.

WHAT:

Again, a basic rule of thumb. In change situations, communicate as much information about the change as is available to you. While this sounds simple, sometimes judgement will have to be exercised regarding confidential information, and information which is based on speculation or rumour. Clearly there will be some information which is not appropriate for release. Speculation and rumour about impending change have the potential for generating a great deal of anxiety. There may be situations where passing on speculative information may not be appropriate. However, if that information has already reached the grapevine, and employees will hear about it anyway, better to have it on the table and in context.

Finally, keep in mind that not only must you communicate facts/information but communicating some of your own feelings and fears about the change will generally make it "legal" for employees to do likewise. As a manager it is better to have people's reactions and feelings on "the table". Otherwise it is very difficult to both help employees, and deal with resistance. So, stating your own feelings honestly is a good starting point for opening up these lines of communication.

In summary, communicate as much as you can, and communicate your own feelings and concerns. This will help you be perceived as part of the team.

WHEN:

In general, communicate as early on as possible about change, but do not assume that once you have done this that the job is over. Communication should occur in anticipation of change, during the implementation, and after to assess its value to employees. Do it early, do it often!

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Other Managing Change Articles By Robert Bacal

Understanding The Cycle of Change, And How People React To It
The Importance of Leadership In Managing Change
Leading Those That Remain After Downsizing Or Job Loss
For Managers - How Constant Change Affects Managers And Wears Them Down And Out
Leadership, Communication & Change
Understanding The Seven Dynamics of Change