Mata kuliah
Tahun
: O0324 - CRISIS COMMUNICATION AND PUBLIC
RELATIONS
: 2010
THE ROLE PROBLEMS: CONFLICT,
AMBIGUITY, AND STRESS
Pertemuan 5 - 6
By: Dr. Drs. Dominikus Tulasi, MM
THE CRUCIAL ROLE OF CHANGE
COMMUNICATION
Learning Objectives
 Understand what communication is
 Consider the important of role of change
 Appreciate the nature and importance of feedback in
communication and common errors that distort it
 Understand and setting the sense for change
 Know the role of transmitters and the problems of
noise in the channel
 Appreciate how corporate values and the way
employees do their work.
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THE CRUCIAL ROLE OF CHANGE
COMMUNICATION
• Change communication is really a part of employee
communication,
• Organizational change has become a way of life as a
result
of three inter-related forces: Globalization, the dramatic
advances in information technology, and industry
consolidation.
• They need to manage complex information flows,
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• Globalization and information technology will
continue to spread.
• Globalization is the trampling of local communities
by rapacious multinational companies.
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THE CRUCIAL ROLE OF CHANGE
COMMUNICATION
• Globalization is the integration of economies around
the world.
• Globalization represents the economic, political,
cultural and environmental ways, in which nations’
activities become increasingly linked.
• The effects of globalization are present in international
treaties, deregulation, privatization of governmentowned infrastructure, corporate mergers, foreign
ownership and worldwide exchange of management
expertise.
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• Globalization has led to the ‘Americanization’ of many
societies, the US is actually its biggest loser.
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STEPS TO SUCCESSFUL CHANGE
MANAGEMENT
• Eight steps essential for good management of
organizational change: (1) Urgency, trying to move out
current ‘comfort zone’. (2) create a powerful guiding
coalition, (3) develop a clear vision and strategy, (4)
communicate the change vision, (5) empower
employees for broad-based action, (6) generate short
term wins, (7) consolidate gains, (8) anchor the new
approaches in the culture. By: Professor John Kotter
(Kim Harrison, 2008: 319).
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COMMON ERROR IN CHANGE
MANAGEMENT:
1) Allowing too much complacency,
2) Failing to create a sufficiently powerful guiding
coalition
3) Underestimating the power of vision,
4) Under-communicating the vision,
5) Permitting obstacle to block the new vision,
6) Failing to create short-term wins,
7) Declaring victory too soon,
8) Neglecting to anchor changes firmly in the corporate
culture. (Professor John Kotter)
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SETTING THE SCENE FOR CHANGE:
• Continual improvement is a common philosophy in most
organizations. This enables the organization to innovate.
• Over time, people form repetitive patterns of thought and
activity that become embedded in the way they operate.
• The usual reaction is to work harder at doing the things
that brought success in the past.
• To move the organization forward, the first task for top
management is to convince the managers.
• The same principle applies to mergers.
• Top management must be relentless and unwavering in
leading the change process.
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THE ROLE OF CHANGE
COMMUNICATION:
• “The only argument powerful enough to encourage
people to embrace change is one that is rooted in the
marketplace. If the customer insists on change, we
have no alternative. To ignore the customer’s demands
is to make the business irrelevant and eventually
insolvent.” (Roger D’Aprix, on of the US leaders in
change communication).
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THE ROLE OF CHANGE
COMMUNICATION:
D’ Aprix’s strategy for market based communication
involves:
1) Creating and communicating a clear and simple case
for change, based on market and customer realities;
2) Clearly identifying and communicating about the
market forces that the organization faces in doing
business;
3) Formulating and communicating a responsive
business plan;
4) Outlining the consequences of success and failure;
5) Telling and retelling—providing a constant focus.
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ESSENTIAL TO KEEP EMPLOYEE TRUST
DURING CHANGE:
• Research has found that people under stress.
• Achieving more successful outcomes during periods
of change, management must focus on low-tech
communication – especially face to face
communication.
• Perception of threat is a powerful source of mental
noise.
• To gain the advantages of trust, attitudes are based on:
(1) honesty and openness, (2) competence and
expertise, (3) dedication and commitment, (4) caring
and empathic attitude.
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CHANGE COMMUNICATION SHOULD
IMPROVE PERFORMANCE:
• Change communication as the specialist part of
employee communication designed to change
behavior in the workplace. The communication should
have one goal: To improve performance. It should
change the way employees do their jobs. (expert, TJ
Larkin).
• Too often, information is worded, intentionally or
unintentionally, in the language of management. It is
written in their terms—and fails to make an impact
down the line.
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COMMUNICATING MAJOR CHANGE:
Larkin concludes that there three rules for successfully
communicating major change to employees in large
organizations:
1. Communicative directly to supervisors as the
privileged receivers of information
2. Use face to face communication
3. Communicate relative performance
Do not communicate major change directly to
frontline employees.
Do not rely on the change trickling down from middle
management.
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COMMUNICATE THROUGH FIRST-LINE
SUPERVISORS:
Larkin’s view about the importance of supervisors as the
key communication link for frontline employees has been
challenged on the basis that employees want different
information from different sources. For instance, they
want to hear about change issues from local senior
management if the opportunity is available, employees
should be surveyed to confirm their preferences, which
may vary in different locations, especially in International
organizations where preferences may vary from country
to country.
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