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  • Atricle Dump - Communicating Change; Don't Let Them Hear It on the Grapevine

    Envelope Manufacturers
    Envelope manufacturing is a widely established fraternity. Since envelopes are in great demand all over the world, there are many companies in the business. Each one of them strives to produce the best, most useful, and most creative envelopes for attracting customers great and small.A good envelope manufacturer should have the capacity and capabilities to meet the growing need. The main raw material is paper supplied by paper mills supplemented by plastic for special envelopes. The main investment is in printing, cutting and folding equipment. Production, customer support and sales teams
    organisation? Will it be marketing or sales or operations? Will it involve an expansion or contraction of activities?

    Rest assured that the individuals who do not know will speculate, piecing together what they do know and what they perceive they know. They will begin to interpret words said by the leadership group and others they perceive to be "in the know", based on their particular view of what might be happening.

    Fairly

    Who's Afraid of Large Companies?
    Whenever a company becomes dominant in its sector, many of its competitors cry foul. In a free economy that company has more than likely reached this position because it has simply outperformed its rivals. Good luck, I say. Although it goes against the grain, I recognise that there would come a point - a point, that is, when dominance turns to monopoly - when the authorities may need to clip the wings of such a successful company. However, this must surely be a last resort. I am convinced that European countries have got this wrong.The bar is too low. The alarms bells ring far too earl
    When do you tell employees about bad news? When do you tell them about good news?

    Many organisations have difficulty determining the answers to the former question and do not enough thinking about the latter question and few ask the question, "What do our employees consider to be bad or good news and what news are they interested in hearing?" at all.

    Further still, not enough thought is given to how the communication of news can shape the culture of an organisation.

    Bad news or even extremely good news is difficult to keep completely secret. Good or bad, pending major news announcements generally require discussions between senior executives, the human resources function, the finance function and significant groups of line management. Sometimes it requires the pulling together of a project team.

    Employees are not stupid. They notice when HR, finance and line management are having long meetings locked away in a room. They notice when people are pulled off their normal jobs to conduct a study. They notice when people they regard as friends stop talking about what they are doing.

    At some time, even though the most draconian confidentiality clauses have been signed, a snippet of information will leak out. Even if it is that, "I have signed a confidentiality agreement about this and therefore I can't talk to you about the project".

    The recipient of this information knows three things from this sentence; the impact of the "project" is BIG, the initiative being worked on is complex enough to make it into a project, and whatever line of business their friend is in is involved.

    What they don't know is what areas of the organisation will be impacted. Will it be people? Will it be the financial status of the organisation? Will it be marketing or sales or operations? Will it involve an expansion or contraction of activities?

    Rest assured that the individuals who do not know will speculate, piecing together what they do know and what they perceive they know. They will begin to interpret words said by the leadership group and others they perceive to be "in the know", based on their particular view of what might be happening.

    Fairly

    Vision, Mission & Purpose - Are you Guilty of Driving your Business without a Roadmap?
    Are you Guilty of Driving your Business without a Roadmap?For any business to succeed it must know what it is about. It must be able to explain what it is there to achieve, and where it ultimately wants to end up. Unfortunately the majority of businesses can’t describe, or don’t have a picture of what they are trying to become. Either it’s just not considered important enough, or people get so caught up in the daily running of the business that there’s no time for thinking beyond the next cycle.Having a vision and long term goals is essential. After all, if you don
    an shape the culture of an organisation.

    Bad news or even extremely good news is difficult to keep completely secret. Good or bad, pending major news announcements generally require discussions between senior executives, the human resources function, the finance function and significant groups of line management. Sometimes it requires the pulling together of a project team.

    Employees are not stupid. They notice when HR, finance and line management are having long meetings locked away in a room. They notice when people are pulled off their normal jobs to conduct a study. They notice when people they regard as friends stop talking about what they are doing.

    At some time, even though the most draconian confidentiality clauses have been signed, a snippet of information will leak out. Even if it is that, "I have signed a confidentiality agreement about this and therefore I can't talk to you about the project".

    The recipient of this information knows three things from this sentence; the impact of the "project" is BIG, the initiative being worked on is complex enough to make it into a project, and whatever line of business their friend is in is involved.

    What they don't know is what areas of the organisation will be impacted. Will it be people? Will it be the financial status of the organisation? Will it be marketing or sales or operations? Will it involve an expansion or contraction of activities?

    Rest assured that the individuals who do not know will speculate, piecing together what they do know and what they perceive they know. They will begin to interpret words said by the leadership group and others they perceive to be "in the know", based on their particular view of what might be happening.

    Fairly

    The #1 Way To Kill A Phone Interview
    Typically the topic of verbal crutches is something that people are coached on when they are improving their group presentation skills. Verbal crutches are those little “connector” words that all of us use from time to time. These are the ums, ahs, and even in the case of one candidate I interviewed—fabulous, that we unconsciously toss in while we’re thinking about the next sentence.Let me tell you—this will KILL and I mean—RUIN your chances for a follow up interview, especially if your first interview is a phone interview.As the interviewer on a phone interview, I have nothing e
    e and line management are having long meetings locked away in a room. They notice when people are pulled off their normal jobs to conduct a study. They notice when people they regard as friends stop talking about what they are doing.

    At some time, even though the most draconian confidentiality clauses have been signed, a snippet of information will leak out. Even if it is that, "I have signed a confidentiality agreement about this and therefore I can't talk to you about the project".

    The recipient of this information knows three things from this sentence; the impact of the "project" is BIG, the initiative being worked on is complex enough to make it into a project, and whatever line of business their friend is in is involved.

    What they don't know is what areas of the organisation will be impacted. Will it be people? Will it be the financial status of the organisation? Will it be marketing or sales or operations? Will it involve an expansion or contraction of activities?

    Rest assured that the individuals who do not know will speculate, piecing together what they do know and what they perceive they know. They will begin to interpret words said by the leadership group and others they perceive to be "in the know", based on their particular view of what might be happening.

    Fairly

    American Business Principles Refined
    American business is on the decline. Countries across the globe are producing products cheaper than and with higher quality than we are in the United States. Theorists have concluded it is everything from a lost work ethic to heavy government legislation. The truth lies somewhere in between these realities and reform is necessary in order to reverse the trend. The following principles should guide government legislators and business people alike in producing a business-friendly America.1.) Reform School Education: School education has swayed from its original purpose to develop citizens t
    nd therefore I can't talk to you about the project".

    The recipient of this information knows three things from this sentence; the impact of the "project" is BIG, the initiative being worked on is complex enough to make it into a project, and whatever line of business their friend is in is involved.

    What they don't know is what areas of the organisation will be impacted. Will it be people? Will it be the financial status of the organisation? Will it be marketing or sales or operations? Will it involve an expansion or contraction of activities?

    Rest assured that the individuals who do not know will speculate, piecing together what they do know and what they perceive they know. They will begin to interpret words said by the leadership group and others they perceive to be "in the know", based on their particular view of what might be happening.

    Fairly

    Become A Nurse Practitioner
    Is it possible to earn a six figure income in the medical field without having to endure four years of medical school and four years of medical residency? Ask a nurse practitioner. Nurse practitioners are seeing salaries in the six figure range in many parts of the United States.What is a Nurse Practitioner?Nurse practitioners are registered nurses that have received specialized training and are permitted to diagnose and treat certain illnesses, and, in many states, are permitted to write prescriptions. Nurse Practitioners play an important role by providing basic preventive healt
    organisation? Will it be marketing or sales or operations? Will it involve an expansion or contraction of activities?

    Rest assured that the individuals who do not know will speculate, piecing together what they do know and what they perceive they know. They will begin to interpret words said by the leadership group and others they perceive to be "in the know", based on their particular view of what might be happening.

    Fairly soon, conspiracy theories emerge which need to be denied by the leadership group. The denial is listened to and interpreted by some with a high level of scepticism, not so much in the context of what is said, but in the context of what is not said.

    Uncertainty and rumours feed off each other in a situation where employees know something is going on and they know they are not being told about it. Perceptions become un-shakeable truths in days.

    Through all of my major change experiences whether the news was good or bad, I have found an adage that works for me. "Tell them early and tell them often" is my mantra for communicating change. It is better to tell employees early on that change is coming, that it will be significant and to spell out the process by which they will be engaged and by which decisions will be taken and communicated than it is to wait until all the factors are known.

    Waiting until all factors are known invites the risk of people filling in the communication gaps they observe with speculation fuelled by rumour and counter rumour, denial and further speculation.

    Telling people early does not eliminate speculation. What it does do is concentrate the speculation on what is truly unknown. If organisations take the time to think through the process before making announcements, then the discussion may even be able to centre on the adequacy of the process rather than the potential range of outcomes.

    In managing change, discussions on the process for change are always welcome as the inevitability of change by then has been generally accepted.

    Other benefits accrue from telling employees early about change even if all that can be told is the rationale for change and the process for change. When

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