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Communication during Communication during Organizational Organizational

Development and ChangeDevelopment and Change

Presented by Al HufPresented by Al Huf

Argosy University, DBA StudentArgosy University, DBA Student

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IntroductionIntroduction

Alfred HufAlfred Huf BackgroundBackground Argosy UniversityArgosy University

Doctor of Business Administration (DBA) Doctor of Business Administration (DBA) ProgramProgram

Lockheed MartinLockheed Martin JSF – MS2 Process StandardizationJSF – MS2 Process Standardization

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Academic vs. Industry LiteratureAcademic vs. Industry Literature

Writing StyleWriting Style Academic – tends to focus on building a proofAcademic – tends to focus on building a proof Industry – tends to focus on best practicesIndustry – tends to focus on best practices

EvidenceEvidence Academic – builds a case by providing proof Academic – builds a case by providing proof

via statistical analysis on research datavia statistical analysis on research data Industry – may or may not have data to Industry – may or may not have data to

substantiate findingssubstantiate findings Utilize both, just be aware of the differenceUtilize both, just be aware of the difference

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DefinitionsDefinitions

CommunicationsCommunications Schiffer, 1999Schiffer, 1999

OrganizationOrganization Reinsch, 1991Reinsch, 1991

Organizational CommunicationOrganizational Communication Schiffer, 1999Schiffer, 1999

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Critical success factors to Critical success factors to organizational changeorganizational change

Visible management support and Visible management support and commitmentcommitment

Proper preparation for a successful Proper preparation for a successful changechange

User/client participationUser/client participation A strong business-related need for changeA strong business-related need for change A reward system that supports necessary A reward system that supports necessary

changeschanges A high degree of communicationA high degree of communication

Pittman, 1994

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As the Change progresses so As the Change progresses so does the communicationdoes the communication

Kurt Lewinian Change Cycle ModelKurt Lewinian Change Cycle Model

Un-Freezing Changing or Moving

Re-Freezing

Klein, 1996 & Goodman, Truss, 2004

•30,000 Ft Message

•Town Halls

•Keeping Communication lines open

•Small amounts of good information are better than no information

•Involve stakeholder in the change process

•Town Halls

•Surveys

•5,000 Ft Message

•Keeping Communication lines open

•Town Halls

•Live the change at all levels

•Keeping Communication lines open

•Assess how the changes are working

•Surveys

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Case of No CommunicationCase of No Communication

Corporation “A”Corporation “A” Two locationsTwo locations

Merging common tasksMerging common tasks The change effort was masked in secrecyThe change effort was masked in secrecy By time the Change and Move phase were By time the Change and Move phase were

reached much of the damage was donereached much of the damage was done This was a clear case of:This was a clear case of:

Communication is something you do to Communication is something you do to someonesomeone

DiFonzo and Bordia, 1998

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Case of CommunicationCase of Communication

NCR Corp.NCR Corp. CEO changeCEO change

Mark Hurd to Bill NutiMark Hurd to Bill Nuti There were clearly different There were clearly different

communication phases in this casecommunication phases in this case The employees didn’t know everything, but The employees didn’t know everything, but

they knew what their leaders new and they knew what their leaders new and provided feedback along the wayprovided feedback along the way

Clear case of listening to the stakeholdersClear case of listening to the stakeholdersBird, 2005/2006

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SummarySummary

Organizational Development and Change Organizational Development and Change efforts can be stressful to everyone efforts can be stressful to everyone involvedinvolved

Be strategic in your communication efforts Be strategic in your communication efforts during these effortsduring these efforts

Small amounts of good information early Small amounts of good information early are better than the whole picture after the are better than the whole picture after the factfact

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Questions?Questions?

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Further ReadingFurther Reading

www.hdunlimited.netwww.hdunlimited.net - This paper - This paper DiFonzo, N., & Bordia, P. (1998). A tale of two DiFonzo, N., & Bordia, P. (1998). A tale of two

corporations: managing uncertainty during corporations: managing uncertainty during organizational change. organizational change. Human Resources Human Resources Management, 37Management, 37, 295-303. , 295-303.

Goodman, J., & Truss, C. (2004). The medium Goodman, J., & Truss, C. (2004). The medium and the message: communicating effectively and the message: communicating effectively during a major change initiative. during a major change initiative. Journal of Journal of Change Management, 4Change Management, 4(3), 217-228. (3), 217-228.

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ReferencesReferences Bird, S. (2005/2006). Communicating through changes in leadership at NCR. Bird, S. (2005/2006). Communicating through changes in leadership at NCR. Strategic Strategic

Communication Management, 10Communication Management, 10(1), 30-33. Retrieved June 12, 2006, from the EBSCO (1), 30-33. Retrieved June 12, 2006, from the EBSCO Host database.Host database.

DiFonzo, N., & Bordia, P. (1998). A tale of two corporations: managing uncertainty during DiFonzo, N., & Bordia, P. (1998). A tale of two corporations: managing uncertainty during organizational change. organizational change. Human Resources Management, 37Human Resources Management, 37 , 295-303. Retrieved May 10, , 295-303. Retrieved May 10, 2006, from the LIRN, ProQuest database.2006, from the LIRN, ProQuest database.

Goodman, J., & Truss, C. (2004). The medium and the message: communicating Goodman, J., & Truss, C. (2004). The medium and the message: communicating effectively during a major change initiative. effectively during a major change initiative. Journal of Change Management, 4Journal of Change Management, 4(3), 217-(3), 217-228. Retrieved April 30, 2006, from the EBSCO Host database. 228. Retrieved April 30, 2006, from the EBSCO Host database.

Klein, S. M. (1996). A management communication strategy for change. Klein, S. M. (1996). A management communication strategy for change. Journal of Journal of Organizational Change Management, 9Organizational Change Management, 9(2), 32-46. Retrieved May 1, 2006, from the (2), 32-46. Retrieved May 1, 2006, from the EBSCO Host database.EBSCO Host database.

Pitman, B. (1994). Critical success factors to organizational change. Pitman, B. (1994). Critical success factors to organizational change. Journal of Systems Journal of Systems Management, 45Management, 45(9), 40(1-2). Retrieved June 12, 2006, from the EBSCO Host database.(9), 40(1-2). Retrieved June 12, 2006, from the EBSCO Host database.

Reinsch, L. (1991). Editorial: What is business communication? Reinsch, L. (1991). Editorial: What is business communication? Journal of Business Journal of Business Communication, 28Communication, 28(4), 305-310. Retrieved June 28, 2006, from the EBSCO Host (4), 305-310. Retrieved June 28, 2006, from the EBSCO Host database.database.

Schiffer, M. B. (1999). Schiffer, M. B. (1999). The Material Life of Human Beings Artifacts, behavior, and The Material Life of Human Beings Artifacts, behavior, and communicationcommunication. New York: Routledge. Retrieved April 30, 2006, from the James J. Hill . New York: Routledge. Retrieved April 30, 2006, from the James J. Hill Netlibrary, eBook Collection.Netlibrary, eBook Collection.