When I give presentations on managing change, I like to kid
with my audiences that the presentation is intended only for
those who have experienced change in the past or anticipate that
they will in the future. Everyone else might as well leave, I
tell them, because they’ll be bored.
No one has ever left.
People often ask me why senior managers are so poor at
communicating during times of change. Why, they ask, does top
management withhold information? Why do they tell us so little,
when telling us almost anything would help — even just
acknowledging what a stressful time this is for everyone? Why
don’t they learn from the struggles of enacting previous changes
so that we can get through the next one with less pain?
Actually, it’s not just senior managers who are often guilty
of this pattern of noncommunication. Managers at all levels of
the org chart from project manager to senior executives often
fall short. Everyone involved in planning, introducing,
overseeing or implementing change is susceptible to communication
flaws and failures.
My goal in writing this Guide is to broaden your understanding
of the stages people go through during times of change and to
present guidelines and advice to help you more effectively manage
and cope with change.
My objectives are:
- to describe Change Models that provide a framework for
understanding how people experience change
- to enhance your awareness of the role of communication in
change situations
- to describe some universal truths about the impact of change
- to provide guidelines for effective communication during
times of change
- to guide you in reflecting on your own experiences in
managing and coping with change
Although my primary focus is change in the workplace,
everything in the Guide also pertains to change in your personal
life and you may find that you gain insights into your personal
trials and tribulations.
