How to Communicate Change Effectively?

Any change, especially sudden and top-down imposed ones, sparks resistance among employees. However, during an ongoing epidemic, communicating change is unavoidable. Companies wanting to keep their business afloat must adapt to the circumstances and implement new systems based on remote work, automation, new technologies or online sales. A prolonged slowdown may also lead to an economic collapse and mass layoffs. Many economic experts already forecast that the crisis we are currently facing will have a long-term impact on the economy and that the market will not quickly return to its starting point. A large group of companies will have to reach for tools related to change communication. We advise organizations on how to carry out this process efficiently and effectively.

Every Change Breeds Resistance

“Change is associated with something groundbreaking and usually risky. According to global business consulting firms, as many as 70% of initiatives related to business change end in failure. Every change is worth preparing for, and actions within change should be conscious and planned, which guarantees success. However, there are changes in an organization's environment that we have no control over, e.g. an epidemic and a state of natural disaster. In such a situation, it is worth reaching for ready-made scenarios that stem from change communication models and are grounded in psychological research. In this process, the role of leaders is usually key. Their task is to improve the functioning of the company and regularly inform employees about the changes being implemented.” – says Iwona Kubicz, President of Procontent Communication.

How to Address Employee Concerns?

Where Does Employee Resistance Come From?

Employees resist change because they perceive it as a threat to familiar behavioral patterns, as well as to their own status and remuneration. The main causes of employee resistance to change include: shock caused by a new situation, economic concerns, inconvenience, uncertainty, threat to interpersonal relationships, threat to status or skills, concerns related to competencies – new requirements, mastering new skills, but also symbolic fears – e.g. loss of one's own office, parking space or other privileges. When communicating with employees, it is worth knowing what their main concerns are and how they evolve. Just a week ago, the main concern among our employees might have been commuting to work by public transport and the possibility of contracting the coronavirus on the way to the company or during meetings with clients; today the main concern may be salary cuts, and in a moment group layoffs and fear for one's own job.

First of all, it should be determined whether the change is of a strategic nature, i.e. whether it concerns problems of broad scope related to the entire organization, or whether it is of an operational nature and is associated with new systems, procedures, structures or technologies. In the case of the coronavirus, the first changes in organizations were probably of an operational nature – new working methods, new logistics, safety rules, etc. According to estimates by the Association of Entrepreneurs, up to 1-3 million Poles may lose their jobs by the end of March. In many companies, structural changes affecting the entire organization will therefore be necessary, e.g. salary reductions, layoffs, closing production lines. Such changes of a strategic nature require communication at the level of the management board and all leaders of the organization.

Models and Tools in Change Communication

The Kubler-Ross Model in Business

Due to the fact that the crisis we are facing may have very serious business consequences, it is worth reaching for the communication model developed by the American thanatologist Elisabeth Kübler-Ross, who, based on her experience in communicating with palliative patients, developed a psychological theory of a patient's reaction to the news of an incurable disease and the imminent prospect of death. This psychological theory is now widely used in change communication not only in medicine, but also in managing organizations. Kubler-Ross distinguished five stages that a person goes through before coming to terms with the news of impending death. These include: shock and denial, anger, bargaining (negotiation), depression and finally acceptance.

The process of change communication proceeds similarly, from employees' awareness that change awaits them, through denial and fear, and finally the first attempts to adapt and learn new skills – some of them reach the stage of internalizing the change. Appropriate tools were superimposed on the communication curve thus created, corresponding to the emotional state of employees at successive stages of accepting the change.

In the first phase, in which awareness of the change is created, it is important to communicate why the change is necessary, how it will proceed, who the change affects, how long it will take. A good practice is often to show that the change is forced by external circumstances, in this case e.g. openly communicating the financial consequences of the pandemic for the organization. It is also important to show what we are striving for at the end of the change. It is also good to define the final effect of the change – what we need the change in the organization for.

At the denial stage, we explain the change to employees, show the consequences of not adapting to the change and the benefits of joining it. At the fear stage, we address all employee concerns – for example, if an employee is afraid of new technologies for remote work, we help them get familiar with it, train them, answer questions, conduct trials and tests so they can get used to it. We also build a support base consisting of change ambassadors, i.e. people who cope well with the new situation and technologies and can help other employees get on board.

At the exploration and familiarization stage with changes, further training is important, especially in a workshop format, in which employees themselves work out ways to adapt to the changing reality. At the level of active learning, we move to strongly communicating the benefits and, in the adoption phase, to consolidating changes by rewarding and distinguishing their leaders among employees. We also communicate the effects of the changes for the entire organization.

At the level of building awareness of change, tools such as: information from the management, emails and newsletters, company video channels and social channels supported by modern technologies, remote company meetings (town hall meetings) can be used. We can also use research conducted on clients and the external environment to support information regarding market expectations towards the organization.

At the second stage of change communication, we can use online tools: change guides, video guides, interviews with key people in the organization, infographics and mailings to employees, as well as, in the offline version, information posters. At the next stage, we can move to focus groups, workshops and training. At the final stage, we have one-to-one conversations, coaching for leaders and project groups at our disposal, as well as employee surveys showing the final effects of the change.

The tools described constitute only a part of the available methods in the area of change communication. We can add other tools to these, such as games, applications or company events. However, they will have limited significance at the first stage of fighting the effects of the pandemic. The most important thing is to remember that from one-way communication, in which the management communicates the vision of change and cascades it down to lower-level employees, we are moving to communication based on building engagement and dialogue with employees through tools enabling interaction.

Another communication model often invoked in change is Kurt Lewin's three-phase model of introducing change, consisting of unfreezing, introducing change and refreezing. Unfreezing is the process of identifying current and desired behaviors. We analyze the differences between the existing state and the desired state. Communication at this stage is directive and related to showing the inevitability of change. Change (Changing/Moving) is associated with developing new behaviors, values and attitudes. Implementation of change takes place by facilitating the organization's adoption of new behaviors: training, workshops, games and simulations. Continuous evaluation of achievements is necessary here. The last stage is refreezing (Refreezing). It means consolidating new group behaviors, values and attitudes. Freezing is usually achieved through a system of rewarding behaviors consistent with the change, education and continuous communication of desired attitudes.

Stakeholder Mapping

The Role of Leaders and Stakeholders

Preparation for change should include identifying key stakeholders along with determining their opinions and attitudes, and selecting the most important arguments. It is very important to identify change leaders, which usually depends on two factors: the level of personal risk in the change as perceived by employees, and the level of dissatisfaction with the current situation. The greatest willingness to change will be demonstrated by people dissatisfied with the current state of affairs, who at the same time perceive the threats posed by the change to themselves as relatively small. For the entire process, it is important to simultaneously establish consistent communication among people representing the interests of the entire organization externally.

When preparing for change communication, it is also worth paying attention to the fact that lack of acceptance of change can manifest itself in various forms. We can distinguish attempts at open attack, but also bombarding with requests for more information. Avoiding responsibility, hiding behind a lack of time to carry out tasks related to the change and all attempts to escape from the topic, ending with moralizing, are also visible forms of lack of acceptance of the situation caused by change.

When approaching change communication, it is worth paying attention to all communication channels, referring to the symbols and language used in the target group, as well as building credibility, e.g. by showing results or supporting with expert statements. It is important to identify and use the greatest benefit that can speak in favor of the change. Communication of understanding for the emotions accompanying employees in the new situation is also extremely important. What leaders often forget is also communication of the things that will remain unchanged in the organization, i.e. e.g. referring to jointly developed values and jointly achieved successes of the entire team.

Due to the strong emotions accompanying difficult decisions made by management boards and the intensified work of internal communication teams, an external view of the organization is also useful when introducing change communication. It is worth considering and using external consultants to support the internal communication team. It is best to engage them at the stage of creating the action plan and its approval by the Management Board.

Every organizational change requires not only planning, but also approval of an appropriate budget for implementing the change process. The business process within change is one thing, but communication of the entire process is also important. The communication team should be present at all meetings of the change steering committee.

Using Online Communication Channels

Communication During an Epidemic

The spreading coronavirus epidemic is forcing companies to change the way they operate and communicate with both employees and the external environment. Companies are aware of the need to introduce changes allowing them to continue working. That is why they strive to adapt to market needs, i.e. where possible, move their activities online and implement systems supporting remote work. They are looking for new channels through which they can reach clients, stakeholders, employees and ensure business continuity.

“First of all, the company should focus on communication through available channels: YouTube, Facebook, LinkedIn or its website, where it can present its products, communicate about current activities and build brand awareness. The company should also consider using professional tools for conducting online meetings with clients, stakeholders and employees alike. Useful applications include GetResponse Webinars, ClickMeeting, Slack, Asana or Zoom Meeting. In addition, team communication systems, Intranet, mailing, VPN and CRM software will work great in internal communication. These tools will improve the company's functioning and enable remote work. All these channels can also be used in change communication with the organization's internal and external environment,” explains Iwona Kubicz, President of Procontent Communication.

A Common Goal

In change, it is also worth thinking about uniting the team and searching for a common goal. This role can be played by the organization's aid and CSR activities. Already today, companies, despite business losses, are eager to join the fight against the coronavirus epidemic. Among them are both large and medium-sized companies, as well as small, local ones. Their solidarity in the fight to help Polish healthcare proves that corporate social responsibility activities can also help organizations internally in maintaining a sense of community, motivation to act and the sense of the organization's existence.

“Changes are both an opportunity, among others, to create a brand image, optimize operating costs, and a huge challenge – they can cause job cuts, a decline in brand value or loss of clients. Sometimes, however, they are necessary for the further functioning of the organization. One must realize the need to introduce them, find alternative organizational and communication solutions and put them into practice. These actions will allow the business to continue,” summarizes Iwona Kubicz, President of Procontent Communication.

ABOUT PROCONTENT COMMUNICATION:
Procontent Communication is a consulting firm in the field of PR and communication belonging to one of the largest global public relations networks, Global Reach PR, which through 35 offices on five continents offers its clients the conduct of global communication campaigns. The network's headquarters is located in the capital of Great Britain, London.

Summary

Effective communication of change, especially sudden change forced by a crisis, requires companies to understand the psychological mechanisms and stages that employees go through. The article discusses the Kubler-Ross and Kurt Lewin models and emphasizes the key role of leaders in addressing team concerns. Expert Iwona Kubicz points out that as many as 70% of change initiatives end in failure, which is why planning and using appropriate tools, from direct communication to digital channels such as ClickMeeting or Slack, is so important.

In the face of an epidemic, companies must not only implement remote work and new technologies, but also build engagement and a common goal, e.g. through CSR activities. As the author emphasizes, preparation for change includes stakeholder mapping, identifying leaders and open communication about consequences and benefits, which allows organizations not only to survive but also to strengthen their position.