The Realities behind Change Communication

The Realities behind Change Communication

THE REALITIES BEHIND CHANGE COMMUNICATIONS: TALKING TO REAL PEOPLE AS INDIVIDUALS

Co-authored by Declan Morton and Adam Fergie – March 2021

What is Change Communications? Change Communications and Change Management are different terms and concepts that are often used interchangeably and without sufficient clarity. To set the scene, consider an established model mapping change: William Bridges’ Transition Model 3 . It describes and defines three phases: Ending, the Neutral Zone and the New Beginning. Its strength lies in the insistence that business and organisations may change, but for that to happen it is actually people who will change, one person at a time. This is fundamental to understanding the process of change and the way that Change Communications and Change Management work in tandem. Change Management is about implementing change – it could be as straightforward as introducing a new supply chain partner, or as sensitive as managing a merger or takeover. Change Management is typically the territory of managers rather than that of leading executives, because it is the managers who know the teams and the individuals. When managers are trusted by their colleagues and the changes are broadly well received, successful outcomes are possible, even likely. When the changes are not widely valued

Communication unlocks human potential Over millennia of change, our ability to communicate successfully has enabled us to respond to and adapt effectively. We have evolved this attribute beyond the wildest imaginations of our forefathers. It helps us make sense of our world and it has helped us shape it. Humans can be astonishingly good communicators. Yet not everyone is good at it and we are all familiar with the frustration of misunderstanding – and of being misunderstood. Nowhere is this more true than in modern businesses or in large public bodies. The vast amounts of often conflicting information generated in response to the politics and conditions of our time are overwhelming. Communications within an organisation can be surprisingly difficult and it is easy for great visions and new initiatives to be lost because they have been shared ineffectively. For communication to work well it is not just about sharing information. It’s about creating transparency and building trust. 1 Both can be hard targets. Delivering organisational change well can be difficult but getting it right need not be an elusive dream 2 . This paper demonstrates how good Change Communications, focused on the individuals experiencing the change, can better pave the way for effective delivery of corporate change and readiness for the future.

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THE REALITIES BEHIND CHANGE COMMUNICATIONS: TALKING TO REAL PEOPLE AS INDIVIDUALS

for their potential, managers take on the invidious role of enforcers, trying to direct whole departments who are entrenched in the status quo. If Change Management is successful, it is usually because “there is a significant focus on people, culture and behaviours needed to prepare the organisation, demonstrate the change, encourage buy-in, and embed new norms and expectations.” 4 Unsurprisingly, success depends on effective communication. Change Communications is about introducing change to the workforce in a way that prepares them for what is about to happen – it fosters shared understanding of why it is about to happen and how it brings benefits. Change Communications clarifies the purpose of change, identifies the workforce’s concerns and addresses them calmly and productively to overcome any resistance. To do this well, those communicating what needs to be done will understand their audience and recognise their value, enabling stakeholders to embrace change so that implementation becomes an organically positive process. When Change Management works well it is usually because it has been rooted in successful Change Communications, so it is understandable that the two terms are often confused. Change Management, after all, is about getting things done and communication is part of the management process, but it does depend on context.

It is important to consider the difference between regular communication and Change Communications. Regular communication happens automatically and continuously. It operates on a spectrum from a subtle look, through gestures to specific articulation in speech, text and images. We receive and share information, we explain emotions, ideas and processes and we explain what is happening and why. We provide updates to keep everyone ‘in the loop’. In a healthy organisation, communication follows a generally understood structure and is seen as helpful. In a business riven by departmental rivalry and where trust is lacking, communication is likely to have become ‘strategically’ selective and devalued. Employees may well feel they are never told anything useful, and when they are it will be viewed with suspicion. Effective communication functions on several levels - at a minimum, factual, emotional and psychological – so to do it well consistently takes effort and an understanding of key elements such as clarity, timing, choice of channel and the way people ‘listen’. 5 When communication is about change there is often a perceived threat. Further, when plans can often be overtaken by events, it is all the more important to make sure the Change Communications process remains resilient and purposeful, and grounded in best practice. Good Change Communications, therefore, is a considered and strategic process planned in great detail to focus on demonstrating the value of every

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individual, using emotional literacy to make sure that a fundamental sense of belonging and purpose is maintained. To be truly effective, Change Communications happens at a leadership level because it is about creating an environment where change can be introduced as a holistically positive force 6 . More than an add- on, Change Communications is a nuanced and integral part of significant progression and growth. This last point is crucial, because the ability to deal well with change is one of the few absolute necessities of the modern world. In the words of John F Kennedy, “Change is the law of life. And those who look only to the past or the present are certain to miss the future.” “This is what we have always done…” Human nature makes us inclined to do things the way we have done them before, even if subconsciously we know they are not quite right. So, regular communication can fall short in affecting change successfully because it does not properly take into account the integral need for positive discourse between the real people involved. An audience needs to be attentive to understand and believe in the value of what they are hearing, so the message needs to be strong and attractive. Nothing should be assumed as obvious. Just as a pupil who fails to explain the basis for their theory will lose marks, so too the CEO who fails to properly explain the benefits of change will

lose their audience. The merits of transformation should be made clear by eloquent and persuasive exposition, which should be the result of careful thought, preparation and rehearsal so that the subtleties of change are fully understood and implemented by the rest of the organisation. When leaders limit their focus to the logistics of change they neglect to properly consider its impact on the people who will be affected most. If communication is seen merely as a behaviour to get the job done rather than a process, it often becomes one way and top down 7 , lacks purposeful feedback and is in danger of becoming more of an edict. This practice has been dissected in some detail by Jennifer Frahm and Kerry Brown, most recently in 2011, when one of their conclusions was that communications often fail because they are monologic rather than dialogic 8 ideas further explored by Simoes and Esposito in 2013 9 . One- way communication from a superior, however it is dressed up, is ultimately an instruction and will not engender the receptivity 10 necessary to win allies or develop understanding. A related pitfall is a lack of communication. Most change processes take time; some large-scale re- structuring of multi-nationals may even take years, during which the temptation for leaders is to assume that if there is nothing to say, nothing need be said. In a small business where people are very hands on, this just might be the case but, even where the owner speaks

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THE REALITIES BEHIND CHANGE COMMUNICATIONS: TALKING TO REAL PEOPLE AS INDIVIDUALS

Context is key There is inevitable tension between the subjective and the objective and in particular how changes will impact real people. In Change Communications it is essential to keep both in mind. It is just as important to understand the likely and actual responses of individuals to change, as it is vital to keep in mind objective forces at work. Context has never been more important than at the start of the 2020s when, save for the two world wars, it is hard to envisage a more challenging time in which to do business while balancing the competing demands of the economy and the individual. Without letting the subjective morph into relativism, it is key for anyone involved in Change Communications to be aware of the many layers of understanding which must be navigated. Change might be in the context of a particular business, but it will usually be wider than that. In the UK we need to factor in not only the impact of Coronavirus (Covid 19) but also the most likely outcomes of Brexit negotiations. Businesses large and small are now subject to pressures that were previously unimaginable. Companies worldwide are trying to balance shrinking budgets with the need to maintain market share. Weaker businesses will face failure or acquisition and many large organisations will face radical re-structuring. Those organisations which are most flexible are likely to be most resilient. A company that has already adopted

to every employee most days, more formal Change Communications is better. Without regular updates there will be uncertainty; and uncertainty creates anxiety, stress, suspicion, loss of motivation and inefficiency. A leader’s silence may be caused by caution, by a genuine belief that if there is no news there is nothing to share or by the concern that there is only incomplete information available. However, this approach does not consider the human element. Without regular updates, the people who need to know what the changes imply will become uneasy and probably less trustful when there actually is news. So, if there is no news, that should become the news, and if there are questions left unanswered, those should be acknowledged. Another stumbling block is what Brent Gleeson has described as Change Fatigue 11 . This is where past failures – previous poor experiences of change – mean that new change is regarded with cynicism and suspicion, as a fad rather than a purposeful transformation. This re- iterates the importance of remembering that change happens to real people rather than anonymous employees. Consistent failure to recognise that an organisation is made up of individuals makes it likely that new ideas and new structures will be seen as impositions instead of improvements. In extreme cases this may mean that entire departments become demotivated and the most able members simply move on.

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an Agile model will be quick to respond to changing market conditions. A business that uses the allied concept of Sprint planning will also be used to swift, closely monitored teamwork that encourages a dynamic approach to problem solving. The Coronavirus pandemic has forced change. Business models which seemed unassailable - Uber, AirBnB – have been called into question in terms of scale if not durability and alternative approaches to working and workplaces are a reality. Entire workforces are now equipped to work remotely and many more people are achieving and maintaining their own well-being. Change is natural and to be expected, and now more than ever organisations need to evolve 12 . To deliver change effectively, Change Communications practitioners need to be responsive and perceptive. Much more than just a reaction to economic crisis, good Change Communications develops a range of clear, timely, honest and dialogical 13,14 communication competencies for the long term – good Change Communications will be human . Getting Ready to Communicate Change Communications is not a new area of study; it has appeared in academic papers since the 15,16 1980s, although much of the spotlight has been on Change Management. Further, when communication is seen as a tool to get things done rather than part of the change process itself, the danger is that

it becomes purely utilitarian, losing its power and value as a consequence. As an alternative to this default ‘communication as a tool’ model, there are several considerations worth embedding in the Change Communications continuum. Firstly, today’s employees are better educated than ever before and as a result demand greater transparency and expect to be treated with respect. Yet not all business leaders have kept pace with their evolving workforce. Many still see change as the product of a plan to be implemented, paying little heed to feedback or the results of consultations. Further, strategic leaders do not necessarily have the right skills to communicate their vision – but nobody wants to tell them that to their face. More importantly, while most people are at least apprehensive about change, many become anxious and a few will face serious mental health problems as a result of uncertainty about their future. Change can raise the spectre of being side-lined or unemployed, it can threaten the existing state of affairs and shake people from their comfort zones. Poor or ineffective communication can be very damaging to an individual, to their families, co-workers and, by extension, their employers. In fact, the cost of disengaged employees can be considerable 17 . While detailed figures fluctuate widely, both the US and the UK face approximately 15% of employees who are actively disengaged. According to Gallop,

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THE REALITIES BEHIND CHANGE COMMUNICATIONS: TALKING TO REAL PEOPLE AS INDIVIDUALS

the cost of such an employee can be as much as 34% of their salary. Gallop also estimate that a business with high levels of engaged staff can be as much as 21% more profitable than their competitor whose staff lack motivation. If a key determiner of engagement and motivation is feeling valued, and feeling valued can be derived from feeling that we know what is going on and why, it is clear that the quality of communication makes a difference. People’s experiences will differ but most faced with significant change will follow a U-shaped path best described as the change curve, moving from initial surprise or shock then downwards to denial and frustration. This can be followed by further decent into depression, before gradually emerging upwards to experiment with the new model before deciding whether to stay and adopt the new regime, willingly or otherwise, or leave. The way that change is communicated has a direct impact on the depth of the change curve. With careful preparation, regular re-evaluation and finely tuned frequent communications, this dip can be kept shallow – in effect flattening the curve, limiting damage and improving outcomes for all parties. When communication is carefully thought through, a disparity between what is said and what is heard is unlikely. Real consideration needs to be given to how individuals – not just departments – will experience the change curve. Getting this right requires a deep understanding of the change process and how people could react.

Mindset 18 is crucial here: an individual’s capacity to face challenge may determine their capability to deal with change. Likewise, their perception, conscious or otherwise, of their needs will have a direct influence on whether they perceive change as a threat or an or opportunity. Using Maslow’s Hierarchy of Needs 19 , one can see that someone who is already vulnerable – perhaps struggling financially or under other stress which diminishes their sense of control – will be genuinely threatened by a departmental re-structure. Compare this person to someone more confident in life – with financial stability and strong relationships they are more likely feel in control – and who will see change as an opportunity for advancement. The complexity of these situations is not to be underestimated. When stakeholders are ignored, the announcement of change, however well intentioned, appears as a form of diktat. A CEO or Board of Directors may hope that collateral damage will be modest and their employees will quickly adjust, and this will sometimes be the case, but an equally likely scenario is that the combined impact on those tending to feel vulnerable is a high level of anxiety and a drop in productivity. Most people do not like change and their response is usually negative if it is forced upon them. In its most extreme form, there may be a core of people who are so resistant to change as to effectively negate the intended benefits of the changes introduced.

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Changing Change Communications It is clear that for change to be

change management. By extension, a key determiner of Change Communications is establishing the receptive environment in which change can be introduced. This has also been described as change readiness 9,20 which in turn is based on thorough preparation to facilitates real conversations 21 between individuals as well as between groups of stakeholders.

introduced smoothly and to be effective, a lot of thought, preparation and follow- through is required. Many choices and judgements will need to be made and good Change Communications is vital for success. In short, there is need for Change Communications to be led by an expert with experience in the field. Successful Change Communications professionals have an in-depth understanding of what makes people ‘tick’ and a proven track record in leading the process of change in a way that supports and delivers the business objectives behind the change. At the same time good communicators remain sensitive to where people might be on the change curve. Change Communications professionals should be politically astute and free from allegiances, something which can be difficult for a permanent employee. Any organisation undertaking significant change needs to think hard about whether an internal appointment for this role is the most appropriate one. The great author of the strategy may not have the right skillset or temperament to undertake the extensive planning and environment building which is at the heart of high-quality Change Communications, nor might they have the capacity. Following a parallel thread, Frahm and Brown 10 identify change receptivity as a prerequisite for the success of

To establish receptivity requires thorough preparation. Taking an

etymological approach, Simoes and Esposito 9 point out that the word communication has its root in the Latin word for collaboration : a good starting point as well as an objective in Change Communications. For change to be successful, preparation and execution must be strategic, but there also needs to be a clear understanding of the vision of and for change, as well as the identification of key audiences and messages. There needs to be an honest review of available communication channels, and the willingness to introduce new ones that will make it easier to achieve the required outcomes. With channels of communication functioning well, there is a deliberate effort to predict and minimise resistance while simultaneously maximising adoption and buy-in 9 . Built into the heart of good Change Communications are two non- negotiables. First, communication is regular and frequent. There is a steady flow of information, a drumbeat of communication that is both the message and the change. This happens

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THE REALITIES BEHIND CHANGE COMMUNICATIONS: TALKING TO REAL PEOPLE AS INDIVIDUALS

even when there is little or no news – the drum keeps beating regardless so that when there is news it is already part of the landscape. Second, and no less importantly, there is constant monitoring of general and individual positioning on the change curve so no one is forgotten or taken for granted. By paying attention to the details and the people, the process of communication minimises the dip in the change curve and change is delivered as progression rather than cataclysm. Throughout the process stakeholders remain informed, engaged and motivated, ready to work

through and with the changes proposed, which as a result will seem like the only logical outcome. When transition is managed calmly, with all participants aware of their roles and responsibilities, the business will be prepared for growth and progress will be sustained and sustainable. Good Change Communications does not just tell the story of change; it is part of change and change is part of communication.

Adam Fergie is an independent consultant specialist in Change Communications.

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1. https://www.cipd.co.uk/knowledge/ fundamentals/relations/communication/ factsheet#6144 Communication in the time of Coronavirus 2. https://www.cipd.co.uk/knowledge/ fundamentals/relations/communication/ factsheet#6144 Principles of Effective Employee Communication Strategy. 3. Managing Transitions - Making the Most of Change. William Bridges. 3 rd Edition 2009, Hodder & Stoughton, ISBN 9781857885415 and https://www.change-management-institute. com/news/change-perspective-article-change- community (Change Management Institute, 14 th May 2020). 4. Association for Project Management: https:// www.apm.org.uk/resources/what-is-project- management/what-is-change-management/ 5. https://www.nationalarchives.gov.uk/documents/ archives/effective-communications.pdf pages 10-14 6. https://www.resultsmap.com/blog/ communications-vs-change-communications- whats-the-difference/ 7. 7 Best Practices for Communicating During Change / Don’t Use a Top Down, One Size Fits All Communication - Paula Asher 2017, https:// www.imaworldwide.com/blog/7-best-practices- for-communicating-during-change 8. Frahm, Jennifer & Brown, Kerry. (2011). Organizational Change Communications: Lessons from public relations communication strategies. https://www.researchgate.net/ publication/27462975_Organizational_change_ communication_Lessons_from_public_relations_ communication_strategies 9. 3a Paula Matos Marques Simoes and Mark Esposito (2013). Improving change management: how communication nature influences resistance to change. Journal of Management Development Vol. 33 No. 4, 2014 pp. 324-34 https://www.researchgate. net/publication/261634331_Improving_change_ management_How_communication_nature_ influences_resistance_to_change

10. 3b. Frahm, J & Brown, K. 2007. First steps: linking Change Communications to change receptivity. Journal of Organisational Change Management, 20(3): 370-387. 11. https://www.forbes.com/sites/ brentgleeson/2017/07/25/1-reason-why-most- change-management-efforts-fail/#50fe4704546b 12. https://www.forbes.com/sites/quora/2018/01/05/ how-can-businesses-adapt-to-a-rapidly- changing-world/#3217a9b45930 13. Frahm, Jennifer & Brown, Kerry. (2011). As above. 14. https://www.alert-software.com/blog/mistakes- to-avoid-in-change-management-communication 15. Packery R (2014) Change Management and Communication: factors influencing the successful communication of change at a workplace - MTBA, Cape Peninsula University of Technology Faculty of Business. 16.Harp, Amy Lynn, “Effective Change Communications in the Workplace.” Master’s Thesis, University of Tennessee, 2011. https:// trace.tennessee.edu/utk_gradthes/975 17. https://www.perkbox.com/uk/resources/library/ interactive-the-financial-cost-of-employee- disengagement https://news.gallup.com/ poll/241649/employee-engagement-rise.aspx https://www.gallup.com/workplace/316064/ employee-engagement-hits-new-high- historic-drop.aspx https://www.forbes.com/ sites/karlynborysenko/2019/05/02/how-much- are-your-disengaged-employees-costing- you/#22f779363437 18.Dr Carol Dweck (2017) Mindset - Updated Edition: Changing The Way You think To Fulfil Your Potential ISBN-10: 147213995X 19. https://www.simplypsychology.org/maslow.html 20. Kuntz, J. R. C. & Gomes, J. F. S. 2012. Transformational change in organisations: a self- regulation approach. Journal of Organizational Change Management, 25(1): 143-162 21. Ford, J.D. 1999. Organizational change as shifting conversations. Journal of Organizational Change Management. 12(6): 480-500.

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