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Change Management

Chapter 11
Communication Skills
 ëearning Objective

Relationship of Change Images to Communication

Skills
ëistening as a change management skills
Role of Toxic
Change conversation skills
Change language to ensure that it is coherent and
aligned with desired changes.
Change communication strategies relevant to both
internal and external stakeholder
? "being the change ou want to see"
ou can begin to change the qualit of our conversations
without waiting for other people to change .
 Communication Skills

These skills are aimed at involving

people and encouraging commitment
to the change process
Relationship of Change Images to Communication Skills
Image of managing change Director, Navigator

Purpose of communication Ke communication skills

The purpose is to ensure Sending a clear,

people understand what is unambiguous message
going to happen and what
is required of them
This is similar to director Critical listening skills
image in term of outline the
nature of the change to
staff but pa attention to
identif ing alternative
interest and power
relationships and actions
that ma disrupt the
proposed change.
Image of managing change, caretaker, coach

The focus is on letting Discriminative listening

people know about the wh skills
of change that is the
inevitabilit of the changes
and how best to cope of
survive them identif and
repl .
The focus is on ensurig Apperceive listening skills
people share similar values Communit building
and aware of what actions Attention to emotions
are appropriate to these
values.
Image of managing change, (interpreter, nurturer)

Interpreters provide Stor telling, engaging

staff with a sense of in change
what is going on conversation,
through stor telling
This image leads Discriminative
change to reinforce listening skills
the view that process
cannot alwa s be
predicated and that
often outcomes will
occur that are
innovative and
creative for an
oganization
ëistening as a Communication Skills

Four ke skills for

communicating
include:
ëistening
Telling stories
Selling change upward
Toxic handling
ëistening

listening skills:

suspending judgment,
identif ing assumptions,
listening for learning, and
Reflecting
T pes of listening
Discriminative listening (usage)
determining significant of visual message
Comprehensive listening (usage) striving to
understand message for later recall, use
Therapeutic listening (usage) helping
others
Critical listening (usage) evaluating
message
Appreciative listening (usage)
discriminative and comprehensive listening
Telling Stories

This is an effective
wa of helping
emplo ees learn
from past changes
& painting pictures
of the future.
Selling Change Upward

³Issue selling´ is a wa of gaining senior

management attention to changes initiated
from below.
Message, timing, and channel are important

Presentation techniques
ëink to the logic of the business plan
Raise the proposal continuousl
Package the issue incrementall
?undling
That is linking to the order ideas and issues
± Profitabilit , market share, organizational image, or
concerns of ke stakeholders
Toxic Handling

Some people in
organizations take on
a role of handling the
ill-effects of change
processes and
absorbing these as a
wa of shielding
others from their
negative impact.
ëistening
empatheticall
Suggesting solutions
Working behind the
scenes
Carr ing the
confidences of others
Reframing difficult
messages
Change Conversations

Different change conversations should be used at

different stages of a change process.
ĺ the use of different change conversations at
different phases of a change.
ĺ linguistic coherence in different conversation
phases.
ĺ outline wh there is a need for change managers.
ĺ creating a shared change language among
different parties involved in the change.
Talking in stages ctd.
Conversations for performance: this
focuses on the actual change that is
intended and how progress will be
monitored.
Promises are made
Obligations are entered into
Accountabilities are established
Deadlines are set
Conversation for closure: this signals the
end of the change
Acknowledgments, celebrations, rewards
Talking coherentl ctd.
Four dominant forms used to conve
organization change
1. Ideals (which express preferences)
2. Appeals (which seek support)
3. Rules (which seek to direct the
behaviour of individuals
4. Deals (which serve a form of
bargaining and exchange)
 Aligned our language with the desired change

ð
 
  
1. Machine imager of change
2. Developmental imager of change
3. Transitional imager
4. Transformational imager
 Communication with external stakeholders

Communicating with external

stakeholders is an important aspect
of communicating change.
1. Excuses
2. Justification
3. Disclaimers
4. concelment
Research has focused on:
crisis management
corporate reputation
 crisis management

Five crisis management change

strategies
1. Mortification
2. Corrective action
3. ?olstering
4. Denial
5. Shifting the blame
Summing up

Change occurs when a new wa of

talking replaces an old wa of talking.
We have seen the range of linguistic
and argumentation skills available to
managers of change. we also saw
that what gets focused upon as ke
change communication skills is likel
to be influence b the images we hol
of manaing change