Whole Healthcare Magazine

honestly and in a timely way - fostering
listening, dialogue, and involvement. Also,
those who can transcribe the change story to
team and individual context and guide by
example.
A relevant amalgamate of communication
tools and other channels for the
organization: digital, analog– to reflect
employee needs and preferences.
An understanding and good judgment of
human behavior.
Keep in mind that your organization would
not survive without your people.
Being unable to over-communicate during
periods of change is just a myth. The truth is
that you can. And if you do then you threat
building ‘noise’ which will outvote what’s
significant.
Stating to the employees that they need to
change or adapt and swap one set of
attitudes and behaviors for a new set will not
lead to flourishing transformation. Helping
people make reason of the modification and
make a prosperous changeover means
assuring that their needs for honesty, support
and involvement are fulfilled.
In fact, we may flatten the change curve
and accelerate the change accordingly if we
communicate effectively. Nevertheless, it is
crucial to comprehend that reaction to
change is not one dimensional but people
may bounce around the change curve until
they reach full acceptance.
It is important to think about what you
want people to know and understand in any
communication efforts, to sense for instance
attitudes like acceptance, buy-in, etc and
what action should be taken for example
focus on day after the day job, assist to the
transformation, speak favorably about the
organization.
It is the one thinking about the big picture
who defines the change and desired
outcome. But one needs to be mindful that
everything is about ‘me’ (what does it mean
to every individual in an organization) to
deliver successful change. Why is there a
need to change has to be understood by
everybody.
The knowledge and understanding of the
change story are necessary for every
individual. And it is important for them to
understand their individual contribution as
well as the impact this change may have on
them.
The Communications team, HR, emails or
posters cannot deliver the individual context
from top-down. The leaders and frontline
managers in every division, geography, and
team need to translate it into context. And
face-to-face communication even in today’s
digital world remains essential. Thus it is
necessary for leaders and managers to be
fully trained and equipped to communicate,
to grasp what individuals want from
communication, how to strengthen trust,
how to superintend themselves and others
through change.
Internal communication practices that are
based on outcomes and are people focused
led by Internal Communications
professionals are key to success. This is the
way to achieve organizational alignment, the
glue that holds the organization together, and
a shared direction. Acknowledging that we
are human and will always behave
accordingly will make a major contribution
towards shaping effective change
communications
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