Organization Change: Leadership Speaks the Future, Management Makes It Happen - 18462

Implementing an organization change is challenging, because many changes touch unexpected organizational units and processes, requiring unplanned inter-group communications and collaboration. Organization change communications can be designed to engage people, and to coordinate their actions for a successful change completion. Leadership communication focuses on presenting the idea for an organization change as a purposeful and worthwhile process that will deliver benefits to the organization and its customers and stakeholders. A series of discussions with personnel to clarify the change objectives, success metrics, and timelines serve to engage them in productive participation in the change process. Management communication ensures that the actions taken will be effective to accomplish the intended results and benefits of the change. The depth, detail, and orientation of the information delivered in these three types of communication is different, but the intention, in all cases, is to have people work together to successfully complete the goal(s) of the change. An example of these communications is included in this paper, focusing on the communications of a change leader. Change leadership communications are usually delivered by high-level people but can be delivered by individuals at any level. They speak a vision for a possibility, i.e., a new future, in a way that engages people in its value and desirability. The shift from change leadership communications to change management communications is best made as a collection of dialogues with groups of people who will be leading, managing, supporting and/or participating in various aspects of the change. These dialogues take several forms, including Q and A sessions, dialogues to clarify what 'success' will look like, and discussions that develop management tools and practices for the change. These 'engagement' discussions create a bridge from leadership vision to management implementation. Change managers often head up departments, teams, or smaller groups. Their communications are designed to have group members participate in refining the change goals into team goals, measures, and assignments; collaboration with key players; and tracking and updating elements of the change process as it progresses toward completion. This work is often more daunting than the leadership phase, due to forces of increasing detail, complexity, and disorganization over time, such as unexpected interruptions, changes in resources, and new requirements for coordination. (authors)