Revista Tinerilor Economiºti (The Young Economists Journal)

Revista Tinerilor Economişti (The Young Economists Journal)
something to shatter the anxiety, to appease their anger, to be credible in a very deep
respect and give them confidence in the vision.
There are two statements that can be heard in one form or another in most change
projects. Staff affected by change will say that "there was not enough communication,
nobody told us anything" and the change team will says "we communicate all the time,
but we can communicate only what we are ready to communicate. " Excellent
communication aims to balance these two viewpoints, reaching a point where everyone
is satisfied that it knows what need to know and wants to know.
Communication in change management
Communication is essential for change management. It is crucial to prepare and
develop enthusiasm for progressive change, for changing how people think and act,
training and preparation to ensure that staff continue to adhere to the change after the
implementation of change, too.
Communication for change is a two way process and, equally, a matter of
listening and gathering information, but also one of passing on key messages.
Effective communication for change starts with the use of informal and
unstructured communication that happens all the time. But change communication also
uses events, listening sessions formally planned.
Effective communication significantly improves the likelihood of success and
reduces the risk of change.
In successful change efforts, vision and strategies are not confined in a room with
team coordination. Direction of change is communicated to large numbers of people,
both to be understood and to convince them to join her.
Communication in the process of change aimed at increasing interest in change
(information and belief) and involvement in its realization.
American Management Association has developed a list of ten rules of effective
communication:
1) the issuer need to clarify ideas before communicating them - most often
communicating the vision does not give expected results for several reasons, among
which the most obvious is the lack of clarity;
2) for planning communications is necessary to consult the others;
3) those who want to initiate communication must examine the true purpose of
communication in order not to lose details;
4) persons involved in this process must take into account all the physical and
mental elements of the context because the intended meaning is always sent more than
by mere words;
5) the issuer must be careful when communicating the nuances, and the basic
meaning of the message;
6) the issuer must develop the capacity for empathy;
7) during the communication, participants need to ask questions and encourage
each other to express reactions, such as showing whether or not the message has been
levied;
8) the issuer and the receiver must communicate in the future as well as now;
9) who communicate shall be sure on communication support - communication of
a grand vision involves the transmission of messages usually honest, who come from
some real people. But new technologies, such as cold and inhuman, can provide useful
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