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Four Things to Communicate About Change

Anne Oliver
RGS Training and Organizational Development Advisor

Organizations often fail to plan for systematic communication especially regarding changes that are contemplated or that have been decided upon by management. Much angst and second guessing could be avoided and morale and trust among staff could be improved with a few simple steps to include the entire staff in the communication loop.

Any communication about a change should cover the following 4 areas:
1) The vision that informs or will be (partly) realized by the decision or change, something that is exciting or forward-thinking about the change. For example: ‘this change will ultimately result in safer streets/streamlined workflows/happier customers’ etc. Staff need to have the change reflected in a greater or important context.

2) How this change was developed. What research went into the decision, how the decision was made. The input that was received and why/why not it was included in the decision/recommendation. Or how input WILL be taken, at what stages in the decision making, when information will be available, how staff can respond and, most importantly, how will the final decision be made and by whom. What are the relevant facts and figures regarding the change so the non-expert understands the basic supporting background and supporting details. Letting staff in on some of the details so they can understand why and how the decision was made not only prevents uninformed backlash based on erroneous information, it also makes people feel respected and included and worthy of access to some of the same information that the ‘higher ups’ are grappling with. Giving people input into the formation of a decision or change that will affect them prevents much energy spent reacting to reactions.

3) A compassionate addressing and understanding of how this change will affect people, both customers and staff and a pledge to help lessen the impact of the change by keeping them informed reliably during the change. Then it is critical to follow through on commitments to keeping people informed. If the change will cause pain or inconvenience then acknowledge it and express regret for the need to cause it and a commitment to minimize the pain. And thank people for putting up with it. (this is a good time to remind people of the bigger reason/vision for enduring the short term disruption due the things changing. And to remind them that this is what public servants do, create necessary change for the common/community good.)

4) Have a sequenced, step-by-step plan. Tell people in writing what the steps are and then follow them. If it happens that the steps must be delayed or changed, then reliably tell people in advance and spell out the revised steps. Make the planned steps simple and easy to follow. Most communication about change should END with this outline of next steps. And repeat the things that staff can do to make things easier or where they can go with questions.

Finally, a single message from the City Manager or Lead Officer is not enough. Meetings should be held with top management to make sure that plans are in place in each department/division to communicate the above and an acceptable/appropriate means is worked out for taking input from staff and answering their questions. Managers and supervisors should anticipate and go over FAQ’s and their answers and know where to seek answers for questions they don’t know the answers to.

This may seem like a lot to do in the midst of busy government offices. It is. But failure to have and follow communication plans will result in MORE time and precious energy dealing with the backlash. Staff will feel empowered by accurate well rounded information and the respect they are shown in having it shared with them.

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