Most supervisors under-communicate during times of change and feel they must hoard information, but over-communication is needed to alleviate employees' fears. When managing change or problems, supervisors should recognize the issue, analyze its root cause with employees, and involve employees in solving it. Supervisors should communicate about changes as far in advance as possible, include employee ideas, provide details, offer training, listen to concerns, get buy-in, pay attention to those resistant to change, recognize progress, and encourage creativity and a positive view of change.

2. Most supervisors and management under-
communicate. They feel that they have to
hoard some information. But in any kind of
change, you need to communicate as much
as possible to assure people whose fear
multiplies in the brink of changes. They
call it over-communicate.

3. In dealing with change or problem
recognize the problem or the change
needed, label, and analyze its root
cause and move on to it solving it with
the team.

4. 1. Try to communicate with the people as
far as advance as possible about the
change.
2. Include their ideas for change if
possible.

5. 3. Describe change in as much details as
you can.
4. Offer training to help with the new skills
or to overcome obstacles.
5. Listen to and acknowledge peoples
feelings and concerns.
6. Get people involved in some way to be
accountable for the success of change.

6. 7. Pay particular attention to those who
have a difficult with change.
8. Recognize and reward progress in
implementing.
9. Facilitate creative problem solving and
planning.
10. Encourage the possibilities of change
not just as a problem.