LDR 615 Why is effective and frequent communication so critical to a successful change effort?

LDR 615 Why is effective and frequent communication so critical to a successful change effort?

LDR 615 Why is effective and frequent communication so critical to a successful change effort?

Organizational change can be a complex and demanding process that requires stakeholders to fully participate and be committed. As such, the stakeholders have to be supported in various ways, one of which is effective communication. Frequent and effective communication is critical to a successful change since it forms the informational component, which fosters an understanding of the change initiative or effort and also ensures that everyone pulls in the same direction (Pedrini & Ferri, 2019). It is important that the stakeholders understand the need for change to enhance the chances of supporting it. Therefore, effective communication plays a critical role in ensuring that they have an adequate understanding of the reasons behind the change. Effective and frequent communication also helps remind the stakeholders about their roles and importance in the change process and assures them that the proposed change can be accomplished within the scheduled timelines (Lewis, 2019).

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A good example of effective and frequent communication is one case once studied. Communication was used to drive

LDR 615 Why is effective and frequent communication so critical to a successful change effort
LDR 615 Why is effective and frequent communication so critical to a successful change effort

change within an organization. The change leaders ensured that all the organization’s constituents and stakeholders were valued; hence they sent messages and information to the stakeholders in time. In addition, they also used good communication skills to help the stakeholders adequately understand the need for the change, which made them support the change more (Cameron & Green, 2019). It is important to note that the communication efforts undertaken by the change leaders positively impacted the stakeholders who were directly affected by the change. The stakeholders felt valued from the onset of the project as they could receive communication in an effective and timeously manner. The implication is that the stakeholders felt part and parcel of the change effort, which led to improved and consistent effort.

References

Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

Pedrini, M., & Ferri, L. M. (2019). Stakeholder management: a systematic literature review. Corporate Governance: The International Journal of Business in Society19(1), 44-59. https://doi.org/10.1108/CG-08-2017-0172

Lewis, L. (2019). Organizational change. In Origins and traditions of organizational communication (pp. 406–423). Routledge.

Effective communication involves both delivering and receiving a message. There are four key pieces to effectively communicating within an organization. They include presenting a clear and detailed message, the receiver listening and asking questions, an appropriate method of delivery, and content that resonates with the beliefs of the team (Heathfield, 2021)

. Having poor communication cab cause confusion, resentment, and failure of the change initiative. One example I have witnessed in my organization was during the pandemic. The hospital was full of patients, the emergency department was holding patients, and we had to bring in travel nurses to help care for the patients. We also lost several nurses to travel nurse jobs, stress, COVID, and retirement. The organization decided to develop an agency/travel group within the company. Several of our staff members saw the posting for these positioins and some even received recruiting emails. The pay was triple what many of them were currently making. I immediately pointed out this was causing problems, as we were now making our full-time staff upset. Several full-time nurses requested to transfer to the travel positions. Leadership realized instead of drawing new nurses in we were causing the staff we had to want to take those positions. This did not fix the nursing shortage. Internal candidates were told they were not ellligible for those positions. These nurses were angry and ended up quitting. New nurses did not come for the positions either, because they made more at traditional travel nursing agencies. The poor coomunication of the plan did not help bring relief to our over-worked staff, and caused several to quit. We are still trying to recover from this. The leadership should have communicated the “why”. The goal was to provide relief to our staff working so many extra shifts and save money by reducing the number of travel nurses from outside agencies. Having recruiters email current staff was a huge communication error. Then the way in which internal staff were told these positions were not intended for them was insensitive. The staff felt under-appreciated.

Reference

Heathfield, S. M. (2021, February 28). Why is communication is important in change management. The Balance Careers. 

https://www.thebalancecareers.com/communication-in-change-management-1917805

One communication strategy I’ve found effective is weekly meetings, upfront email correspondence, and having a scheduled post such as in an application everyone can see in real-time allows for confusion to be negated long before it begins. I organize several off-duty police security jobs for bars, restaurants, churches, etc., and they all have a reduction in staffing at various points. It’s difficult to tell officers I have to reduce the workforce at job sites. Still, I keep it fair by utilizing a seniority system, which eliminates the accusation of preferential treatments.

 

An article titled “Planning for voluntary workforce reductions” discusses strategies managers should take, including demonstrating all efforts were made to avoid reductions, address communication needs of those affected and those who retained their jobs, and provide whatever support possible during the process (Daniel, 1995).

 

Reference

Daniel, T. A. (1995, September 22). Planning for voluntary and involuntary workforce reductions. Employment Relations Todayv22(n3).

One thing I’ve always preached to either my staff or leadership is to always communicate. When I came to my current organization there was no such thing as communication. We had projects that everyone pulled their own way, which caused confusion, anger, and cost so much more money in scheduling, transporting, and product loss it was killing our profits.

When I took over the Manger role over materials and trucking, the very first thing I did was open lines of accountability in communication and needs, rather then word of mouth. I did this with group text, excel sheets for services and vehicle needs, creating a shared scheduling in Google DOC with coordination and had the schedule remain fluid to accommodate customer needs outside what was scheduled.

Overall it worked wonders. Some issues are current leadership still not wanting the accountability and refusing to communicate out of only spite. But that’s a issue for owners.