35 developing a communication plan when implementing

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Developing a Communication Plan
When implementing a change program, change leaders often find that misinformation and rumors are
rampant in their organization. The reasons for change are not clear to employees, and the impact on
employees is frequently exaggerated, both positively and negatively. In all organizations, the challenge is to
persuade employees to move in a common direction. Good communication programs are essential to
minimize the effects of rumors, to mobilize support for the change, and to sustain enthusiasm and
commitment.
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In a study on the effectiveness of communications in organizations, Goodman and Truss
found that only 27% of employees felt that management was in touch with employees’ concerns, regardless
of the fact that the company had a carefully crafted communications strategy.
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Often, much of the confusion over change can be attributed to the different levels of understanding held by
different parties. Change agents and senior management may have been considering the change issues for
months and have developed a shared understanding of the need for change and what must happen. However,
frontline staff and middle managers may not have been focused on the matter. Even if they have been
considering these issues, their vantage points will be quite different from those leading the change.
The purpose of the communication plan for change centers on four major goals: (1) to infuse the need for
change throughout the organization, (2) to enable individuals to understand the impact that the change will
have on them, (3) to communicate any structural and job changes that will influence how things are done,
and (4) to keep people informed about progress along the way. As the change unfolds, the focus of the

communication plan shifts.
Rumors and Reality in Organizational Change
In an inbound call center of an insurance firm, employees became convinced that the real purpose of an organizational change
initiative was to get rid of staff. Management made public announcements and assurances that the reorganization was designed to
align processes and improve service levels, not reduce headcount. However, staff turnover escalated to more than 20% before leaders
convinced employees that the rumors were false.
Timing and Focus of Communications
A communication plan has four phases: (a) prechange approval, (b) creating the need for change, (c)
midstream change and milestone communication, and (d) confirming/celebrating the change success. The
messages and methods of communication will vary depending upon which phase your change is in. Table
9.8 outlines the communication needs of each phase.
Prechange phase: Change agents need to convince top management and others that the change is needed.
They will target individuals with the influence and/or authority to approve a needed change. Dutton and her
colleagues suggest that packaging the change proposal into smaller change steps helps success. She found
that timing was crucial in that persistence, opportunism, and involvement of others at the right time were