Managing a Complex Change, You Must Use This 1 Communication Channel

I have led and have been involved in many change processes; from these experiences, communication ranks as the biggest problem area for many leaders. For example, the change I led failed miserably and looking back communication was responsible. My interaction with my team was limited, my communication was extremely vague and to compound the situation further, I was very ignorant in my assumptions based on my limited knowledge at the time.   

I did not understand the various communication strategies one can employ to get the message across. In the eyes of an employee, if a change is managed badly, it can have a very negative impact on that individual. I have experienced it. However, when you understand the power of communication and you are equipped with the tools, strategies, and knowledge on how to develop and implement a communication strategy during your change process; you are giving yourself a chance to succeed.

Change is never ideal, whether complex or routine but an effective communication channel is that vital tool one can use to reinforce management's commitment to employees during the change process and to allay any confusion in the minds of your employees about a pending or ongoing change.    

Some staff will require a richer form of communication especially with more complex change processes and as a result, the responsibility lies with the leadership of the organization to simplify the message and tailor what is communicated to staff.

 The key to choosing a communication channel according to Balogun and Hope Hailey (1999), is to match it to the audience needs and as such, the nature of the change will determine the richness of the communication. As a result, let's look at the best communication channel one can employ during a complex change.

Face to Face Communication

Many executives according to Lengel & Daft do not understand the relationship between a communication medium and communication effectiveness.  The explosion in electronic technology is making media selection an even more critical issue. Each channel of communication - be it written, telephone, face to face, or electronic has characteristics that make it appropriate in some situation and not in others but face to face stand out among the rest, especially during a complex change.                                 

 In Lengel & Daft three year research into managerial communication, for complex change,  face to face communication is the richest medium any executives can use to facilitate their change. Transformational change, for example, requires rich communication and face-to-face meetings allow for rapid feedback and quick adaptation to employee concerns.

Additionally, face-to-face discussion enables a leader to form broad cues and deep emotional understanding of a message. For example, eye contact, gaze, blush, head nods, posture and other body language gives executive cues of an employee's understanding of the message.

The impact of face to face communication may be due to its immediacy and interactive potential. The ability of the participants to pick up nonverbal cues as the interaction unfolds, adds richness to the message, as well as communicate emotional aspects of the communication which otherwise, might be hidden. Furthermore, it also clarifies ambiguities and according to O’ Connor (1990), provides the opportunity for immediate feedback to correct deficiencies which may occur in the communication process.

It is important to note that telephone and electronic media, for example, can also be used to ensure the message is communicated effectively. As a matter of fact, incorporating a variety of communication methods will ensure that the message disseminating from management is received by every employee in the organization. All individuals will react to change differently and in the process contribute to the change base on their degree of information received.   

Additionally and this is very important; adopting a rich form of communication for routine change will confuse the hell of your employees and waste a lot of time. On the flip side, if you adopt a routine form of communication during a complex change, it will lead to mistrust and a lack of awareness about the change.  

For example, removing a damaged chair and replacing it with a new one does not require a face-to-face meeting, that's wasting time and energy.  That information can simply be conveyed by an email, etc.  However, changing the strategic focus, culture etc of a company will require a face-to-face meeting to provide clarity and more details.

Effective communication means matching the channel selected to fit the nature of the change. Communication success will occur when rich media are used for non-routine change and routine communication are used for routine change.

A number of communication strategies according to Balogun and Hope Hailey (1999), is designed to employ different communication channels, since participants will never remember everything in a meeting. As a result, other channels can provide useful backup using reference material for different groups of employees in order to give further understanding to employees who are confused about the change.  

One must agree that general communication is critical towards a successful change process; the richness of face-to-face communication is undeniable however, it is absolutely necessary to decide which channel is best suited to the audience and the message being delivered.

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Gifford is the founder of Leadership First a rapidly growing leadership development community with active users from over 15 countries inspired To Help Leaders Create A Great Organisation, One Their Employees Will Enjoy. At Leadership First, we are making a difference in the lives of many leaders. Join us in our quest, subscribe to our community and help us achieve our vision to inspire every leader into great leadership. Leadership First