Chapter 10: strategies for communicatng change
10.1: the communicaton process
Modeling the communicaton process
o The communicaton miix covers contentx voicex tone messagex audiencex mediumx frequency
and consistency
o 3 potentaal probalems
o Message overaload
o Message distorton – misinterpreted meanings
o Message ambiguity
o Simpale modeal of communicaton components
o Message
o Feedback
o Channeal
o Sender/receiver
o Encoding/decoding
o Noise
Influence of language poeer gender and emoton
o Genderx Language and power
o Language doesn’t just communicate ideasx but refects and reinforces underalying
sociaal realatonships (e.g. Sit downx I wouald be honored if you sit down)
o Gender diferences
Getting credit: men tend to calaim credit through ‘I’I’ women through ‘I’we’
Confdence and boastng: women downpalay their certainty
Asking questons: women do this more
o Understanding of gender diferences wialal remind change mangers to refect on the
accuracy of their assumptons and concalusions
o Emoton and communicaton
o Some are critcaal of modeals being too ratonaal and cognitvex and ignoring the roale of
emotons on change
o Emotonaal side can be a tooal for securing wialalingnessx commitment and eforts of
subordinates
o If individuaals antcipate the change is a threatx it produces negatve emotons and a
alessening of personaal trust. Making cooperaton and engagement difcualt. To avoid
thisx three techniques
Perspectve taking
Threat-reducing behaviour
Refecton
10.2: strategies for communicatng change
o You can communicate too much
o Informaton overaload
o Does not invoalve reaal partcipaton anymore (they get informaton but do not know
what is going on)
o Getting the word outx or getting buy-in
o Peopale may think it is arrogant to assume management knows what is right and
needed to make change successfual. We need to get peopale informed of what goes on
o Buy-in – getting informaton from peopale in realaton to change which wialal be usefual in
achieving change
10.1: the communicaton process
Modeling the communicaton process
o The communicaton miix covers contentx voicex tone messagex audiencex mediumx frequency
and consistency
o 3 potentaal probalems
o Message overaload
o Message distorton – misinterpreted meanings
o Message ambiguity
o Simpale modeal of communicaton components
o Message
o Feedback
o Channeal
o Sender/receiver
o Encoding/decoding
o Noise
Influence of language poeer gender and emoton
o Genderx Language and power
o Language doesn’t just communicate ideasx but refects and reinforces underalying
sociaal realatonships (e.g. Sit downx I wouald be honored if you sit down)
o Gender diferences
Getting credit: men tend to calaim credit through ‘I’I’ women through ‘I’we’
Confdence and boastng: women downpalay their certainty
Asking questons: women do this more
o Understanding of gender diferences wialal remind change mangers to refect on the
accuracy of their assumptons and concalusions
o Emoton and communicaton
o Some are critcaal of modeals being too ratonaal and cognitvex and ignoring the roale of
emotons on change
o Emotonaal side can be a tooal for securing wialalingnessx commitment and eforts of
subordinates
o If individuaals antcipate the change is a threatx it produces negatve emotons and a
alessening of personaal trust. Making cooperaton and engagement difcualt. To avoid
thisx three techniques
Perspectve taking
Threat-reducing behaviour
Refecton
10.2: strategies for communicatng change
o You can communicate too much
o Informaton overaload
o Does not invoalve reaal partcipaton anymore (they get informaton but do not know
what is going on)
o Getting the word outx or getting buy-in
o Peopale may think it is arrogant to assume management knows what is right and
needed to make change successfual. We need to get peopale informed of what goes on
o Buy-in – getting informaton from peopale in realaton to change which wialal be usefual in
achieving change
