Communicating Change

Author : Michael Keane | 11-06-2009

Resistance to change is a natural human reaction. We like to have a comfort zone. Of knowing what is required of us and feeling secure in our way of doing things. Change is painful and often greeted with alarm by those who are being asked to do things differently.

The management of change is, therefore, of crucial importance. Regrettably it is not always done properly or effectively.

The principal reason is that in the case of companies who are involved in a major exercise in change, such as a merger, much effort and thought is given to the aims and objectives of the companies involved. However insufficient attention is afforded to the principal ingredient in making such a merger work-the people who work for them.

It is extraordinary how the people at the top have it all worked out from a financial, commercial and general business perspective-but not the human dimension.

Talking to people, explaining in detail what the changes mean for them, bringing them on board and getting their buy-in are vital components in making change work effectively to ensure maximum performance.

In this recession change is not something that is generally being generated by success-more so by the need to keep businesses afloat.

So it is of even greater importance to ensure that the “troops” have a clear picture of what is happening, why it is happening and how they fit into the new framework.

Simple? Yes, but you would be astonished how often it is lost in the rush to effect the change desired.