Communication and Change Processes

The quote by James Humes sets the tone for our understanding of the power of communication, especially when organizations face changes. In times of uncertainty and transformation, it’s not just important to communicate but to do so in a way that fosters trust and understanding. It’s easy to forget that open, honest, and clear communication is essential in hectic change processes, where leaders often focus more on big plans than how they involve employees in the conversations necessary to navigate through uncertainty.

Communication is not just a tool for sharing information; it’s the language that guides a team through changes. Research shows that one-third of change processes fail due to poor communication between top management and employees. When messages are clear, misunderstandings are minimized, and the organization can move forward with confidence and unity.

Why Communication Is Crucial in Change Processes

Effective communication is critical to prevent the spread of rumors. Rumors can quickly distort information and create a negative atmosphere within the organization. To counteract this, management must be proactive.

A study from Harvard Business Review shows that face-to-face communication is 34 times more effective than written communication. This highlights how important direct communication is to ensure a successful change process. When employees feel well-informed and involved, uncertainty is reduced, and the change process becomes more effective.

Clarity in Communication: Avoiding the “Whisper Game”

Communication in an organization can often be compared to the “whisper game / Telephone Game” we played as children. A simple message can be distorted as it goes through multiple levels, and eventually, the message may be something entirely different from the original intent.

This is a real challenge in complex organizations and distribution chains, where information must be communicated from management through several levels to the end customers. The more handoffs, the greater the risk of misunderstandings. Therefore, simplicity and clarity in the message are crucial.

Communication Gaps and Rumors

Poor communication opens the door to rumors. When information is shared informally or through unclear channels, employees may fill knowledge gaps with speculation, creating uncertainty and a toxic atmosphere.

Research from the Journal of Business shows that unclear messages create mistrust and low morale among employees. Therefore, proactive and clear communication is essential to prevent rumors from taking root.

How Can Leaders Counteract This?

• Ensure that all important information flows through formal, official channels.
• The sooner employees are informed, the less room there is for speculation.
• Management should not ignore rumors but address them promptly and clearly.

There are several studies highlighting the impact of communication strategies on organizational dynamics, particularly regarding how messages can change as they pass through various channels, akin to the game of “whisper down the lane.“

Communication Outside Established Channels: A Common Pitfall

A typical mistake among leaders is communicating informally or in small groups, which can lead to misunderstandings and confusion. Over time, leaders may believe they have communicated broadly, when in reality, the information has only reached a few individuals.

This doesn’t happen because leaders have bad intentions or consciously want to create confusion. On the contrary, most leaders want to be open, share information, and engage their employees. Yet, psychological mechanisms can cause important information to not be disseminated as they believe:

• The Illusion of Transparency: Leaders often assume their message is clearer than it really is. They think what they know is automatically known by others because it’s so clear in their own mind.
• The Communication Trap, “I said it, so everyone heard it”: When we tell something, it’s stored in memory as a completed action—but we don’t always remember who we said it to. This creates false security that the information has been widely distributed.
• The Cognitive Bubble: Leaders often have regular discussion partners and speak repeatedly on the same topics with the same people. This can create the mistaken impression that the entire organization is informed when, in reality, the message has only reached a small circle.
• Premature Leaks of Information: Sometimes leaders share small snippets of information before the official communication is ready. This may be well-intentioned, for example, to reassure employees, but often leads to speculation and uncertainty. Those who have heard rumors may feel exclusive, while others may feel left out. Even before the official communication is sent out, this can create internal tensions and bad “vibes.”

The Consequences of This Can Be Serious:

• Fragmented Information: Different employees have different understandings of the situation.
• Increased Rumor Spread: When information isn’t shared openly, people begin to speculate.
• Weakened Trust: Employees who feel excluded lose trust in management.
• Poor Decision-Making: Incorrect or incomplete information can lead to poor choices.

To avoid these problems, leaders must not only use established communication channels but also wait for the right time to communicate. It can be tempting to give some employees a sneak peek at changes to reassure them, but this often has the opposite effect.

It’s not about leaders communicating more; it’s about communicating smarter. Clear and consistent messages, delivered simultaneously to all affected parties, and repeated across channels, are the key to an informed and aligned organization.

I’ve personally experienced how challenging this can be. As an open and direct person, I’ve always valued honesty and clear communication, but I’ve also learned that balancing openness with the right timing is an art. It’s easy to think that a little information here and there will create security, but in reality, it can create more uncertainty. When some people know a little and others know nothing, an information gap is created where speculation can thrive. And then openness, ironically, can lead to more unrest than calm.

This is one of the biggest communication challenges in change processes: Knowing when to speak and when to wait until everything is clear. It’s not about hiding information but ensuring it’s communicated in a way that creates understanding, not confusion.handler ikke om å skjule informasjon, men om å sørge for at den formidles på en måte som skaper forståelse, ikke forvirring.

Communication in Change Processes: A Matter of Simplicity and Consistency

When organizations undergo significant changes, it’s easy to complicate the message with technical language and excessive detail. But research shows that simple and clear messages are the most effective.

A clear and understandable message contributes to:

• Security: Employees understand what’s happening and why.
• Shared Understanding: Everyone is heading in the same direction.
• Less Resistance to Change: When people understand the change, they’re more willing to accept it.

I’ve seen how unclear messages can sabotage an otherwise successful change process. When information becomes too complex or detailed, the chance of people misunderstanding the intention behind the change increases.

Management must also take into account the organization’s culture. When employees feel valued and informed, it reflects in their engagement and ability to handle change positively.ansatte føler seg verdsatt og informert, reflekteres dette i deres engasjement og evne til å håndtere endringer positivt.

The Strength of Simple Messages

Change processes often create uncertainty, but clear communication can make the transition easier. Leaders must avoid informal and fragmented messages and instead use established communication channels to ensure all employees receive the same information.

It’s easy to complicate the message with technical language and long explanations, but research shows that simple and direct messages are most effective. When everyone understands what’s happening, why it’s happening, and what role they play in the change, the chances of success increase.

Effective communication is not just about speaking but ensuring the message actually reaches its intended recipients as meant. An inclusive strategy, where employees feel informed and valued, creates a more positive and collaborative work environment—even during periods of uncertainty.

The principles of clear and effective communication apply not only in change processes but in all contexts. The difference is that, during a development phase, the atmosphere is usually more relaxed, and communication can feel more informal. In a change process, however, the atmosphere is more tense, and every message is amplified. It is during these periods that it’s especially important to be clear, open, and consistent so that everyone feels secure about what’s happening and why.