Communication and change in an organization

1. MAKERERE UNIVERSITY
COLLEGE OF ENGINEERING, DESIGN ART AND TECHNOLOGY
SCHOOL OF BUILT ENVIRONMENT
DEPARTMENT OF CONSTRUCTION ECONOMICS AND MANAGEMENT
B.SC. CONSTRUCTION MANAGEMENT
TOPIC: COMMUNICATION AND CHANGE
Date: 04/09/2018
GROUP SIX
NAME REG.
NUMBER
STUDENT NUMBER SIGNATURE
KALOKWERA SAMUEL 16/U/333 216000380
LWANGA AARON 16/U/551 216000256
SSENDIKWANAWA JASPER 16/U/1144 216000146
WAMALA RONALD 16/U/1261 216000259

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TABLE OF CONTENTS
CHAPTER ONE: USING TECHNOLOGY IN COMMUNICATION ......................................... 1
1.1 INTRODUCTION............................................................................................................ 1
1.2 TECHNOLOGIES USED IN COMMUNICATION....................................................... 1
1.3 IMPACT OF TECHNOLOGY ON COMMUNICATION.............................................. 1
1.3.1 The Positive Impacts of Technology On Communication........................................ 2
1.3.2 The Negative Impacts of Technology on Communication....................................... 3
CHAPTER TWO: ORGANISATION CHANGE .......................................................................... 4
2.1 INTRODUCTION............................................................................................................ 4
2.2 TYPES OF ORGANISATIONAL CHANGE ................................................................. 4
2.3 PRINCIPALS OF ORGANISATION CHANGE MANAGEMENT .............................. 6
2.4 EFFECTIVE WAYS TO MANAGE ORGANISATION CHANGE .............................. 9
2.5 GUIDELINES FOR AN EFFECTIVE CHANGE MANAGEMENT PROCESS......... 10
2.6 SKILLS REQUIRED FOR TRANSITIONING CHANGE........................................... 12
2.7 THE PROCESS OF ORGANISATIONAL CHANGE ................................................. 12
2.7.1 Organisational Diagnosis........................................................................................ 12
2.7.2 The Interventions .................................................................................................... 13
2.7.3 Types of Interventions ............................................................................................ 14
2.8 RESISTANCE TO CHANGE........................................................................................ 15
2.8.1 Causes of Resistance to Change. ............................................................................ 15
2.8.2 Overcoming Resistance To Change........................................................................ 16
2.9 REASONS WHY CHANGE EFFORTS FAIL. ............................................................ 16
2.10 STEPS TO EFFECTIVE CHANGE IMPLEMENTATION ......................................... 17
2.11 COMMUNICATION STRATEGY............................................................................... 17
CHAPTER THREE: MAKING COMMUNICATION WORK................................................... 19

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3.1 INTRODUCTION.......................................................................................................... 19
3.2 THE THREE (3) MAIN PILLARS OF COMMUNICATION...................................... 19
3.3 HOW TO MAKE COMMUNICATION WORK .......................................................... 20
REFERENCES ............................................................................................................................. 22

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CHAPTER ONE: USING TECHNOLOGY IN COMMUNICATION
1.1 INTRODUCTION
Communication is the transfer of information from a sender to the receiver. This process is
complete if the receiver understands and gives feedback. An essential part of the process is the
medium of communication, which today is rich due to technology. This chapter, therefore, contains
a description of some of the technologies used in communication today and their impacts.
1.2 TECHNOLOGIES USED IN COMMUNICATION
According to the advanced English dictionary, technology refers to the machinery and equipment
developed from engineering and other applied sciences. The technologies used in communication
comprise of the various artificial media that are used to communicate. These include; Instant
Messaging (IM), cell phones, computers, written notes, e-mails, video conferencing, online
discussion groups etc. The internet plays a vital role in most of these technologies since it provides
a platform for them for example, e-mails, online discussion groups and video conferencing.
In addition, there has been the development of instant messaging applications that enhance
communication between distant people. These also are dependent on the internet. Examples of
such applications are WhatsApp, Facebook, Twitter, Instagram, Viber, and WeChat. These are
mainly used on smartphones and computers. Technologies in communication have seen
advancement from the pen, paper, and postal addresses to new the discussed above.
Other forms of technology enable communication to and for people with disabilities, for example,
hearing aids for the partially deaf and speech generating devices that are for those with speech
problems. Deaf people who are able to read are favoured by these technologies which require
reading for example messaging technologies.
1.3 IMPACT OF TECHNOLOGY ON COMMUNICATION
Technology has not only impacted other aspects of life like nutrition, health, and transport but also
how people convey and receive messages among themselves. The invention of these various
technologies like computers and the internet have further facilitated developments like video
conferencing and online discussion groups among others. These technologies have both positive
and negative impacts on communication.

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1.3.1 The Positive Impacts of Technology On Communication
i. No communication barriers: communication has been made easy even for urgent
messages. In the early times, conveying an urgent message to a distant receiver was almost
impossible. For instance, communication was limited and time-consuming for people on
different continents. Technology has effectively dealt with such barriers through the use
of online and very quick messaging applications like WhatsApp and e-mail.
ii. Better development solutions: the world has been brought closer and exchange of
thoughts has been promoted. Decision making has been made faster and this has triggered
the development of many businesses, enhancing the progress of the world. Most
businesses depend on technology for communication, for example, online discussion
groups enhance online meetings for officials in different geographical locations.
iii. Safe and quick communication: in addition to sending the messages in the shortest time
possible, current technologies also offer a safe path for communication. This is as a result
of the messages being directed to the receiver without passing through other parties, and
usually with an end to end encryption. This has promoted privacy.
iv. Proper record keeping: current technologies provide avenues for online storage e.g.
cloud storage. This enhances proper record keeping of both messages and necessary
information that can be essential references for future needs.
v. Communication to the masses: communication technologies have enhanced easy and faster
communication between different groups and numbers of people. This is through live streams,
instant messaging applications like Facebook etc. Companies use these platforms to reach out
to the general public through adverts and personal messages.

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1.3.2 The Negative Impacts of Technology on Communication
I. Dying out of essential interpersonal skills: Interpersonal skill is the ability to express ideas
and thoughts face-to-face through conversation. This is dying out due to the use of technology
which substitutes the person to person interaction. Many people are therefore unable to express
themselves physically. Non-verbal communication is also gradually dying out as a result of the
same.
II. The limited expression for emphasis: communication through technology limits the parties
involved from expressing themselves. This can affect the emphasis and sometimes lead to
misinterpretation of messages.
III. Privacy issues: much as encryption can help keep communications safe, protecting every link
in the social communication chain can be difficult. If an outsider like a hacker manages to
compromise an email account or application, he may gain access to months or even years of
correspondence.
IV. Social Isolation: Email, online chat rooms and social networking sites enable people to keep
in touch, but they create a lack of real human contact which may have an adverse effect on
people's emotional and social well-being. People can have many online virtual friends but very
few real-life friends.

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CHAPTER TWO: ORGANISATION CHANGE
2.1 INTRODUCTION
Organisational change is the process of changing the structure, strategies, operational methods,
technologies, or culture of an organisation to cause the desired effect. It also refers to the effects
of these changes on the organisation. Organisational change can be continuous or can occur for
distinct periods of time. This chapter explains the various types of organisational change, its
principals and ways of implementing change successfully. It also discusses the change process, the
causes of resistance to change and how to manage it, and some error which can hinder the success
of change efforts.
2.2 TYPES OF ORGANISATIONAL CHANGE
a) Strategic Change
Sometimes in the course of normal business operation, it is necessary for management to adjust
the firm's strategy to achieve the goals of the company, or even to change the mission statement
of the organisation in response to demands of the external environments. Adjusting a company's
strategy may involve changing the following:
i. It’s fundamental approach to doing business.
ii. The markets it will target.
iii. The kinds of products it will sell and how they will be sold.
iv. The level of global activity, its various partnerships, and other joint‐business
arrangements.
b) Structural Change
Organisations often find it necessary to redesign the structure of the company due to influences
from the external environment. Structural changes involve the hierarchy of authority, goals,
structural characteristics, administrative procedures, and management systems. Almost all change
in how an organisation is managed falls into the category of structural change. A structural change
may be as simple as implementing a no‐smoking policy, or as involved as restructuring the
company to meet the customer needs more effectively.

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c) Process‐oriented Change
Organisations may need to re-engineer processes to achieve optimum workflow and productivity.
Process‐oriented change is often related to an organisation's production process or how it
assembles products or delivers services. The adoption of robotics in a manufacturing plant or of
laser‐scanning checkout systems at supermarkets are examples of process‐oriented changes.
d) People-centred Change
This type of change alters the attitudes, behaviours, skills, or performance of employees in the
company. Changing people-centred processes involves communicating, motivating, leading, and
interacting within groups. This focus may entail changing how problems are solved, the way
employees learn new skills, and even the very nature of how employees perceive themselves, their
jobs, and the organisation.
Some people-centred changes may involve only incremental changes or small improvements in a
process. For example, many organisations undergo leadership training that teaches managers how
to communicate more openly with employees. Other programs may concentrate on team processes
by teaching both managers and employees to work together more effectively to solve problems.
e) Organisation-Wide Change
Organisation-wide change is a large-scale transformation that affects the overall structure of the
company. This typically tends to entail resizing of any form, restructuring or collaboration. It is
basically, a step towards changing the nature of the company. It should be noted that irrespective
of the type of change undertaken, these changes do affect the organisational culture and as an end
result, affects the behaviour patterns of employees and individuals.
f) Transformational Change
It is important for companies to constantly examine the organisation’s underlying strategies. A
company must be in touch with the environment around them. This includes knowing cultural
trends, understanding the social climate and generally be clued up on technological advances.
According to a recent MIT study, maturing digital businesses are focused on integrating digital
technologies, such as social, mobile, analytics and cloud, in the service of transforming how their
businesses work.

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g) Unplanned Change
Amidst the endless data analysis and planned strategies, an organisation can undergo a number of
unplanned changes, sometimes even more drastic than the planned ones. Changes like these may
be introduced in an unplanned manner in response to a change in the demographic composition of
an organisation i.e. Lack of diversity or social equality. These changes are typically internal
unplanned changes.
External factors that include economic uncertainties and changes in government regulations, play
a crucial role in compelling organisations to change. Another surprise occurrence could be any
kind of natural disaster. With instances like these being completely wild and unforeseeable, a
company’s response to such an event is a true testament to its resiliency. These changes are
therefore often chaotic and expensive and prompt companies to act within limited time. It is
because of this that solutions tend to be a short-term fix to a current problem.
h) Remedial Change
Remedial changes are brought about when responding to a general sense of deficiency or poor
company performance. Performance levels tend to drop when suffering from financial distress.
These remedial changes or corrective actions are thus made with the intention of increasing
functionality and reviewing certain strategies that may have previously been considered as
profitable, but now, only seem to be detrimental to the organisational structure. For example, if
the environment a business works in becomes polluted as the result of its activities, this pollution
must be cleaned for reasons of safety and welfare. A business would then invest in financing the
remedial action.
2.3 PRINCIPALS OF ORGANISATION CHANGE MANAGEMENT
a) Disruption
For change to take place, a period of imbalance has to be endured. In certain cases, the
organisation will have an easy time adapting. In others, the change will be virtually traumatic.
Change creates worry, tension, and an unsettled feeling. Change is not comfortable. Disruption is

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one of the initial goals, once the ultimate goal has been defined. A sense of instability is necessary
because it brings about positive management of risks and opportunities.
b) Universality
All the organisation’s employees must buy into the change in order for it to be lasting and effective.
Universality requires all employees to propose, decide, act and be accountable based on their
position in the organisation.
c) Start at the top
Because change is unsettling for people at all levels of an organisation, when it is on the horizon,
all eyes will turn to the CEO and the leadership team for strength, support, and direction. The
leaders themselves must embrace the new approaches first, both to challenge and to motivate the
rest of the institution. They must speak with one voice and model the desired behaviours. The
executive team also needs to understand that, although its public face may be one of unity, it too
is composed of individuals who are going through stressful times and need to be supported.
d) Involve every layer
As transformation programs progress from defining strategy and setting targets to design and
implementation, they affect different levels of the organisation. Change efforts must include plans
for identifying leaders throughout the company and pushing responsibility for design and
implementation down.
e) Create ownership
Leaders of large change programs must overperform during the transformation and be the zealots
who create a critical mass among the workforce in favour of the change. This requires more than
mere buy-in or passive agreement that the direction of change is acceptable. It demands ownership
by leaders willing to accept responsibility for making change happen in all of the areas they
influence or control. Ownership is often best created by involving people in identifying problems
and crafting solutions. It is reinforced by incentives and rewards. These can be tangible (for
example financial compensation) or psychological (for example, camaraderie and a sense of shared
destiny).

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f) Communicate the message
Too often, change leaders make the mistake of believing that others understand the issues, feel
the need to change, and see the new direction as clearly as they do. The best change programs
reinforce core messages through regular, timely advice that is both inspirational and practical.
Communications flow in from the bottom and out from the top and are targeted to provide
employees with the right information at the right time and to solicit their input and feedback. Often
this will require over communication through multiple, redundant channels.
g) Assess the cultural landscape
Successful change programs pick up speed and intensity as they cascade down, making it critically
important that leaders understand and account for culture and behaviours at each level of the
organisation. Companies often make the mistake of assessing culture either too late or not at all.
Thorough, cultural diagnostics can assess organisational readiness to change, bring major
problems to the surface, identify conflicts, and define factors that can recognise and influence
sources of leadership and resistance.
h) Address culture explicitly
Once the culture is understood, it should be addressed as thoroughly as any other area in a change
program. Leaders should be explicit about the culture and underlying behaviours that will best
support the new way of doing business, and find opportunities to model and reward those
behaviours. This requires developing a baseline, defining an explicit end-state or desired culture,
and devising detailed plans to make the transition.
i) Prepare for the unexpected
No change program goes completely according to plan. People react in unexpected ways, areas of
anticipated resistance fall away, and the external environment shifts. Effectively managing change
requires a continual reassessment of its impact and the organisation’s willingness and ability to
adopt the next wave of transformation. Fed by real data from the field and supported by
information and solid decision-making processes, change leaders can then make the adjustments
necessary to maintain momentum and drive results.

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j) Speak to the individual
Change is both an institutional journey and a very personal one. People spend many hours each
week at work and many think of their colleagues as a second family. Individuals (or teams of
individuals) need to know how their work will change, what is expected of them during and after
the change program, how they will be measured, and what success or failure will mean for them
and those around them. Team leaders should be as honest and explicit as possible.
People will react to what they see and hear around them, and need to be involved in the change
process. Highly visible rewards, such as promotion, recognition, and bonuses, should be provided
as dramatic reinforcement for embracing change. Sanction or removal of people standing in the
way of change will reinforce the institution’s commitment.
2.4 EFFECTIVE WAYS TO MANAGE ORGANISATION CHANGE
a) Situational awareness
Understanding the critical components that shape the progress of your project is important for
change management. Some factors to consider here are the size of the change you plan to make,
the impact this change can have on the various teams within your organisation and most
importantly, the objective of implementing this change in the first place.
You also need to take into account the people who will be impacted by the change. Find out how
this change will make their day-to-day lives different. Have a timeframe for deploying the change.
While this can be pretty hard to predict, you do not have to worry about this being 100% accurate.
It is important to have an idea of how the timeline will progress.
b) Organisational attributes
Understanding the organisational attributes of your company will give you some insight into how
the change should progress. These attributes are connected to the history and culture of your
company. It is important to know what your employees and managers feel about the change. Would
they concur with the management about the need for its implementation?
This is only possible if your company has a shared vision. Another thing to acknowledge here is
knowing how much change your organisation is going through currently and who it shall be

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impacted by this. Understanding the current environment that your company is in will give you a
better idea of how you can create the change you need.
c) Create a supporting team structure
You will not be able to create change if your team is not on board. If you want a smoother
transition, you will need to rely on your people. They are the ones who will move the
transformation forward. You will have to figure out who will be doing the work to implement the
transformation. You also have to determine which role each member of the team will play.
2.5 GUIDELINES FOR AN EFFECTIVE CHANGE MANAGEMENT PROCESS
a) Identify what will be improved
Since most change occurs to improve a process, a product, or an outcome, it is critical to identify
the focus and to clarify goals. This also involves identifying the resources and individuals that will
facilitate the process and lead the endeavour.
d) Present a solid business case to stakeholders
There are several layers of stakeholders that include upper management who both direct and
finance the endeavour, champions of the process, and those who are directly charged with
instituting the new normal. All have different expectations and experiences and there must be a
high level of "buy-in" from across the spectrum.
e) Plan for the change
A plan is the "roadmap" that identifies the beginning, the route to be taken, and the destination.
You will also integrate resources to be leveraged, the scope or objective, and costs into the plan.
A critical element of planning is providing a multi-step process rather than sudden, unplanned
"sweeping" changes. This involves outlining the project with clear steps with measurable targets,
incentives, measurements, and analysis.
For example, a well-planned and controlled change management process for IT services will
dramatically reduce the impact of IT infrastructure changes on the business. There is also a
universal caution to practice patience throughout this process and avoid shortcuts.

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f) Provide resources and use data for evaluation
As part of the planning process, resource identification and funding are crucial elements. These
can include infrastructure, equipment, and software systems. Also consider the tools needed for
re-education, retraining, and rethinking priorities and practices. Many models identify data
gathering and analysis as an underutilized element. The clarity of reporting on progress allows for
better communication, proper and timely distribution of incentives, and measuring successes and
milestones.
g) Communication
This is the "golden thread" that runs through the entire practice of change management.
Identifying, planning, onboarding, and executing a good change management plan is dependent
on good communication. There are psychological and sociological realities inherent in group
cultures. Those already involved have established skill sets, knowledge, and experiences. But they
also have pecking orders, territory, and corporate customs that need to be addressed. Providing
clear and open lines of communication throughout the process is a critical element in all change
modalities.
h) Monitor and manage resistance, dependencies, and budgeting risks
Resistance is a very normal part of change management, but it can threaten the success of a project.
Most resistance occurs due to a fear of the unknown. It also occurs because there is a fair amount
of risk associated with change e.g. the risk of impacting dependencies, return on investment risks,
and risks associated with allocating budget to something new. Anticipating and preparing for
resistance by arming leadership with tools to manage it will aid in a smooth change lifecycle.
i) Celebrate success
Recognising milestone achievements is an essential part of any project. When managing a change
through its lifecycle, it’s important to recognise the success of teams and individuals involved.
This will help in the adoption of both your change management process as well as the adoption of
the change itself.

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j) Review, Revise and Continuously Improve
As much as change is difficult and even painful, it is also an ongoing process. Even change
management strategies are commonly adjusted throughout a project. Like communication, this
should be woven through all steps to identify and remove roadblocks. And, like the need for
resources and data, this process is only as good as the commitment to measurement and analysis.
2.6 SKILLS REQUIRED FOR TRANSITIONING CHANGE
 Visionary leadership beyond what unique managers can do. Visionary leaders unify their
team and lead them toward a goal.
 Maintaining organisational balance: Examine the relevance of each of the organisation’s
balance activities and feel free to make any appropriate changes.
 Relevance and judgment: A leader can disrupt organisational consensus by asking the right
questions and having the courage to answer such questions.
 Reckless boldness: Leaders must be able to promote change by presenting it courageously
in a positive light and making it seem desirable in the face of resistance.
 Persuasiveness. A leader must have the ability to convince the workers and top
management.
 Ease of communication: Inform the key players and provide them with the support they
need for a successful transition.
2.7 THE PROCESS OF ORGANISATIONAL CHANGE
2.7.1 Organisational Diagnosis
This is a stage in the process of organisation change, which relies on a collaboration between
members of the organisation and an outside consultant or team. The consultants collect and analyse
information relevant to a problem or to a set of problems. They identify any strong or weak points
of the field of analysis, emphasize their causes and plan solutions that may bring improvement.

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The types of diagnosis depend on some of the criteria listed below.
a) The nature of the organisational change.
This calls for the following types of diagnosis:
i. A solution-oriented diagnosis focused on eliminating dysfunctions.
ii. An organisational development-oriented diagnosis focused on exploiting opportunities.
iii. A diagnosis with mixed objectives (as a result of combining the other two (2) types).
The mixed aspect is usually involved because eliminating dysfunctions leads directly to an
improvement of organisational activities, but it does not guarantee the exploitation of all
opportunities.
b) The area of coverage.
i. general diagnosis – targets the entire organisation and leads to overall recommendations.
ii. partial diagnosis – targets a certain activity, a certain field or a particular department of the
organisation, meaning it is more specialised and more detailed.
iii. Cascade fault diagnosis or “in fall” diagnosis – This starts with finding the general blind
spots of the organisation, and continues with a specialised look into different fields or
departments of the organisation.
2.7.2 The Interventions
These are the resolutions passed and implemented on the basis of data collected through the
diagnosis. In order to implement interventions concerning organisation change, the following need
to be considered.
a) An intervention strategy which answers the following questions:
i. What do we want to accomplish?
ii. Which activities bring us closer to our objectives?
iii. Which is the most adequate moment, the optimum duration and the most appropriate way
for interventions to unfold?

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iv. What has diagnosis taught us about obstacles and barriers?
v. What are the impacts, rationale, and benefits of the changes?
vi. Could I explain them to anyone I work with?
vii. How is the change impacting my existing workload?
viii. Are there other parallel projects that will have an impact on the changes I am managing?
b) Activities must be structured properly for the following reasons:
i. To include the relevant individuals who will be affected by the problem(s) in question.
ii. For those target individuals to be oriented towards the problems or opportunities identified
by consultants and or organisation members.
iii. For both the objectives as well as the ways of reaching them to be clear.
iv. To ensure both theoretical and practical knowledge acquirement.
c) Evaluation of the effects of the interventions
By gathering feedback from the workers and the organisation’s clients, an analysis and comparison
can be made to determine by how far the interventions are achieving the intended goals. A decision
is then made whether to continue with the interventions, modify or abandon them.
d) New actions or interventions
This fourth stage in the four (4) step circuit relies on the feedback provided by the result of the
evaluation. After this stage, there should follow a new stage of evaluating the effects of the new
interventions, and based on its results, the process should either end or continue.
2.7.3 Types of Interventions
a) Procedural interventions: These depend on the analysis of what has been done, to
determine whether the most adequate methods were employed. The methods are then
improved, replaced, or abolished.
b) Relational interventions: These are focused on solving interpersonal relationships.
c) Experimental interventions: Here, two (2) plans are tested and with respect to their results
or consequences, a final decision is made.
d) Structural-organisational interventions: These require investigation of the structural
problems which are causing organisational ineffectiveness.

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e) Cultural interventions: These are focused on myths, legends, traditions, and current
practices which define organisational culture. For example, it was KCCA’s culture to
organise the Kampala City Festival annually, but an intervention was made this year, to
diverts the occasion’s funds toward improving the city’s schools and hospitals.
2.8 RESISTANCE TO CHANGE
Any behaviour that attempts to maintain the status-quo when confronted with pressures that try to
modify it can be considered resistance to change. The levels of resistance will be affected
(positively or negatively) by the way in which change influences employees (how many, to what
extent), by the organisation's activities and by the number of resources needed for its
implementation.
2.8.1 Causes of Resistance to Change
a) The threat to interests: Any change usually creates the possibility of becoming a threat
to one’s interests. Individuals seek to protect their interests, which they perceived as
threatened by change. Those with more to lose are those that will express stronger
resistance.
b) Extra workload: the fact that change often means extra work for those involved in it is
another cause for resistance.
c) Misunderstanding and mistrust: resistance to change is generated by misunderstanding
the reasons that the change in question is based on, or of its nature and consequences. Such
an attitude is produced by a lack of information, which generates uncertainty, which in turn
generates the perception of danger, which in turn generates a defensive reaction.
d) Misinterpretation: it is possible that the same change can have different meanings for the
individual, as opposed to the organisation.
e) Low tolerance to change: individuals are different from the point of view of their ability
to accept change and to confront the unknown.
f) Lack of decision-making abilities.
g) Psychological and social ties: Workers may be comfortable with to the present look and
behaviour of the organisation and not willing to change.

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2.8.2 Overcoming Resistance To Change
Resistance can be reduced to a minimum through many interconnected action strategies, a few of
which are listed below.
a) Selecting personnel – hiring only individuals that are flexible and open to change.
b) Avoiding coercion tactics – using methods of persuasion, as opposed to using force or
threatening with force to neutralise resistance to change.
c) Presenting change as a reversible process – groups that are liable to be affected by the
change must be persuaded that, should management approve, things can always go back to
the way they were.
d) Decision-making process on a co-participatory basis – involving whoever will be affected
by the change in the debates on the future course of action. It is irrelevant whether they are
present at the discussions of the truly critical matters or simply at the discussions of minor
details, as long as they feel like a part of the decision-making team.
e) Using economic-financial means - “buying” the resists, by using all the means available to
the initiators and implementers of change.
2.9 REASONS WHY CHANGE EFFORTS FAIL
According to John P. Kotter (author of Leading Change), organisations often commit the following
common errors that will hinder their change efforts.
a) Allowing too much complacency.
b) Failing to mobilise leadership support.
c) Under communicating the vision.
d) Permitting obstacles to block the new vision.
e) Failing to create short-term wins.
f) Declaring victory too soon.
g) Neglecting to anchor changes firmly in the culture.

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2.10 STEPS TO EFFECTIVE CHANGE IMPLEMENTATION
a) Increase urgency: For change efforts to be implemented as soon as possible, the feeling
of urgency must be raised, otherwise, the change process becomes reluctant and may never
commence. Once urgency is raised, people start telling each other, “Let us go, we need to
change things”.
b) Build a guiding team: This team should consist of people who have committed to the
change initiatives, are respected in the organisation and have the power to influence the
change at their levels.
c) Get the vision right: Once urgency is raised, and people are ready for change, then there
must be a vision that will drive them in the new direction. The vision should not be too
complicated and unclear, but rather feasible, clear, precise and motivating.
d) Communicate for Buy-In: Once a vision and strategy have been developed, they must be
communicated to the organisation in order to market/sell the idea to organisation members.
This calls for sending clear, credible, and heartfelt messages about the direction of change.
e) Empower action: Empowering action should be seen as removing barriers to those whom
we want to assist in pushing the change effort. Removing obstacles should inspire, promote
optimism and build confidence around the change effort. This can be achieved by
recognising and awarding excellence.
f) Create Short-Term Wins: Focus on one or two goals instead of all and make sure no
new initiatives are added until one of those goals is achieved and celebrated. People are
interested in results. Short-term wins build people’s faith in the change and they try to
achieve the vision, while the ones who resist change will become fewer.
g) Don not Let Up: People should build on the momentum to make the vision a reality by
keeping urgency up, eliminating unnecessary, exhausting work and not declaring victory
prematurely. This will ensure that people remain energised and motivated to push forward
for results.
2.11 COMMUNICATION STRATEGY
For any organisation to survive and perform successfully, it needs information. In the case of
organisational change, feedback received from the environment regarding the organisation’s
activities is very important. Negative feedback measures the extent to which the output

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corresponds to the goals and objectives set and helps in correcting deviation. Positive feedback
refers to the extent to which the goals and objectives correspond to the requirements of the
environment.
Effective communication during a change effort provides employees with timely and accurate
information, which can positively influence whether the organisation can maintain employee
productivity and morale and overcome resistance to change. The points to consider when building
and delivering a communications strategy designed to inform and guide employees through a
change event include:
a) Building a strategy.
b) Involving key stakeholders in communications efforts.
c) Determining message content.
d) Identifying the most effective communications channels.
Face to face communication with the affected employees through workshops, kick-off events, and
management meetings among others is a key factor for success during organisational change.

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CHAPTER THREE: MAKING COMMUNICATION WORK
3.1 INTRODUCTION
Communication is one of the most important tools that will sustain any kind of institution be it a
business, a marriage and so on. This chapter explains the pillars of communication one needs to
know, for their communication to work. The things one needs to do for the communication to work
are also explained, with a summarised strategy.
3.2 THE THREE (3) MAIN PILLARS OF COMMUNICATION
a) Purpose
This is one of the most important reasons for communication. Communication needs a clearly
defined purpose that should be easy to understand. The purpose should be able to define the
situation at hand and the need to be addressed. A clearly defined purpose ensures you reach your
objective by communicating the right information.
Purpose is to communication as a foundation is to a house. Therefore, as you construct your
purpose, assess the data that needs to support your purpose bearing the target.
b) Audience
The audience is responsible for receiving, interpreting and giving feedback to your message. You
have to understand the type of audience you are dealing with. People come from all walks of life
with different customs, beliefs, values, attitudes and so on. Study your audience to avoid cases of
bias and misinterpretation. Sometimes it is better to treat your audience as a group or individuals
depending on the situation at hand.
e) Resources
Messages transmitted can be in oral, visual and written form. Communication channels, however,
are quite many for example face-to-face meetings, letters, memos, video conferencing, social
media platforms, etc. Therefore, in order to transfer your messages, consider the following:
 The audience themselves. Their age, status, affiliations etc.
 Location of your audience. An arm's length away, across borders etc.

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 Access of the audience to that message. In some nations, social media platforms are
restricted.
3.3 HOW TO MAKE COMMUNICATION WORK
a) Encourage feedback
The ability to receive and give feedback is a very important communication skill. Feedback fosters
a mutual understanding between the two parties. Commending achievement will increase
motivation, for example, using phrases like "well done" encourages progress. Feedback from
disappointment should also be constructive and not judgmental.
A communicator should encourage feedback from his or her audience. Encourage questions from
the audience to ensure that they have understood your communication.
b) Choose the right channel of communication.
Knowing the form of communication to use is an important skill. Think of your audience and the
communication channel to use.
c) Have these five (5) virtues at heart
i. Empathy
This is the ability to understand and share the feelings of another. Using phrases like "I understand
what you mean" will convey a sense of empathy. It creates a feeling that you understand what
another person is going through.
ii. Friendliness
Use a friendly and casual tone not only in face-to-face interaction but in written communication
as well. Be nice and polite. This creates a suitable and healthy atmosphere for people to approach
you honestly.
iii. Respect
Always show respect for people and their ideas. This will make people more open to
communicating with you. Actions such as mentioning a person's name and maintaining eye contact
make people feel appreciated.

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iv. Open-mindedness
Always enter into a conversation with an open and flexible mind. Always be willing to listen to
other people's point of view rather than getting your point across. Always be willing to enter into
dialogue even with people you disagree with.
v. Confidence
Make others know that you are sure of what you are saying. Do not give chance to your audience
to ever doubt you. A mere eye contact and a firm tone can show you are confident. Of course, take
care not to overdo it as you will seem to be arrogant and aggressive.
vi. Mind your nonverbal cues
Pay attention to cues like body language, hand gestures, and eye contact. Looking at a person
shows that you are serious and focused. In addition, look out for the nonverbal cues of your
audience as well. This will show whether they are attentive or not and it can give you room to
adjust.
In summary, you can use this communication strategy:
 Perform a situation analysis. Know what the situation at hand is and where you want to be.
 Define your objectives. Know what you want to achieve.
 Define your audience. Know who you want to deliver your message to and make your
message suited to your audience.
 Identify media channels. Choose those which are most appropriate and efficient.
 Establish a timetable. In order to achieve your objectives, you need to plan your steps for
the best results.
 Evaluate the results. Measure your results to make sure you have achieved your objectives.
If you are not satisfied with the outcome, make all the necessary adjustments to become
better later on.

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REFERENCES
I. DODU, C. T. (1999). CHANGE MANAGEMENT AND ORGANIZATION
DEVELOPMENT. New Jersy: Prantice Hall.
II. Dupuy, F. (2004). The Why and How of Organizational Change. Hampshire: PALGRAVE
MACMILLAN.
III. Health, O. G. (2013). Reference Document: Organizational change. West Sussex: Health
Insight.
IV. Hirst, D. C. (2002). Talking Business:Making Communication Work. Oxford:
Butterworth-Heinemann.
V. Johnson, D. A. (2011). Every Thing You Want to Know About Organisation Change.
Cambridgeshire: IT Governance Publishing.
VI. Milligan, K. (2006). Using Information and Communication Technology in the Work
Place. Sydney: Australlian Research Alliance for Children and Youth.
VII. Tolis, A. G. (1999). Perspectives on Business Modelling: Understanding and Changing
Organisations. Stockholm: Springer-Verlag Berlin· Heidelberg.
VIII. University, R. (2011). CHANGE MANAGEMENT LEADERSHIP GUIDE. Toronto:
Reyerson University.
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