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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