Communication

When change is on the table…

Communication is the foundation of every interpersonal transaction, whether it’s in print or in person, in words or touch.

Organizations going through change need communication strategies which are effective in promoting buy-in, conveying transparency in the process, proactively addressing concerns, and providing a clear vision of the outcome. Often, existing communication staff within an organization are not expert in change management strategies and have difficulty perceiving situational needs without insider bias. Further and more practically, their resources are geared toward ongoing, daily communication demands within the organization:  thus, it is advantageous to include an outside, single-focus specialist during change initiatives.

When does change start?

Many organizations make the mistake of communicating change to the organization as a whole after key decisions have already been made, once constraints for solutions are already in place.  I once attended a community meeting where the Facilitator began, “We are not here to discuss if the road should be widened, but how to landscape it.”  This approach instantly alienated the audience and a Victorian riot ensued.  Beginning with unnecessary constraints or the premise that stakeholders will get on board – no matter who is driving or where the group is heading – only ensures maximum resistance, even when the change is beneficial and necessary.  Such a start begins the introduction of change on the worst possible footing, as leadership has already tainted the process with a perception of transparency and engagement problems.  More, the organization has lost the benefit of its primary knowledge assets – employees, volunteers, vendors, customers.  When a company begins the process by explaining the problem, defining the criteria needed, and then asking an open-ended question, “What would you propose, here?”, the wealth of contribution will always result in a much better outcome – in acceptance, if nothing more.

Approach

Excellent communication relies mostly on accurate context; accurate context requires deep knowledge of culture.  This knowledge is acquired through a form of fieldwork.  Often this task is assigned to human resources staff, but frequently, they do not have adequate training in social and behavioral science or sufficient bandwidth to undertake this role.

As a “corporate anthropologist”, I have found that the idea of what the organizational culture should be is so strong that it overrides all evidence of what it actually is, resulting in an unexpected backlash which comes as a true surprise to well-meaning change agents.  Therefore, it is often useful to have an insider/outsider perspective evaluate the context through an anthropological process, then design a communication plan tailored for the worldview at every level within the organization.

Services

I prefer to work with an organization in the strategic change planning stage to ensure smooth and successful unfolding:  it is easier to anticipate and navigate than to undo critical missteps.  However, sometimes the need for a communication consultant is not identified until a later point.

At whatever point of inclusion, I can provide facilitated meetings for staff, individual mediation or dialogue, training and presentations.  Further, I am able to write articles for web sites or newsletters, blog posts, email updates, messages for visual posters, and training content or instruction references (manuals, policy manuals, etc).  In all mediums, there are unique opportunities to engage enthusiasm for the new vision.

Although I have focused in this overview primarily on supporting organizations through change, sometimes individuals need help communicating change, too – to their families, significant others, colleagues.  I am also available to work with individuals to prepare them for these kinds of conversations and transitions.