LDR 615 Week 5 DQ2 substantial comment
Num1 ( Louella)
According to Pearce (2015), communication is exceptional at delivering instruction
to individuals and generating attentiveness on a subject. Number one cause for
resistance to change is absence of knowledge, the influence of communication for
change is a useful device to use. Leadership for the most part, the source of
communication who will have the greatest influence on feelings and emotional –
including knowledgeable – buy-in for change. The twofold highest significant who
can affect of change being effectively implemented are communication and executive
sponsorship.
Communication is an embedded component of executive sponsorship so leadershipholds
a primarily powerful trait of paramount practice. Communication is typically
visible situation in face-to-face communication. Leaders, Chief Executive Officer
(CEO) direct managers have chances to influence and to motivate, within
personalities such as listening and understanding. My example is that the new
facility where I work for is a profit hospital. There are rumors that our hospital
is on the market, one giant corporation came to check and are interested in buying.
This made a big commotion to all employees so everyone keeps questioning each
other. Our CEO acted as an adaptive leader and used this holding environment as an
approach. He gathered all the leadership members in a quiet environment and started
communicating to each and everyone, provided response to questions if he knows the
answer. Leaders destroy their reliability once they provide improper information.
Our CEO answered he don’t know and told us that he will try to find out if he is
not sure about the answer (Heathfield, 2018). The idea of holding an environment
has its origins in the field of psychotherapy where the therapist builds a calming
situation and uses successful communication and understanding to deliver a sense of
security and protection for the employees. Holding environment is an area made and
provided by adaptive leaders where people can feel safe as they face and undertake
tough life challenges (Northouse, 2016). Our CEO invited employees to come and
attend the town hall meeting.A leader has a responsibility to build a protected
environment for real time, sincere, and reliable dialogue to discuss the feelings
of employees or workers (Kotter, 2002).
Our CEO openly communicate the vision, mission and the purposes of the change
management effort. Support individuals comprehend in what way these changes affect
them individually (Heathfield, 2018).
References;
Heathfield, S. (2018) Communication in Change Management Retrieved
from https://www.thebalancecareers.com/communication-in-change-management-1917805
Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how
people change their organizations. Boston, MA: Harvard Business Press. ISBN13: 978-1422187333
Northouse, P. (2016). Leadership: Theory and practice. Thousand Oaks, CA: Sage
Publications Inc.
Pearce, C. (2015). Why communication is critical for successful change management.
Retrieved from https://www.marketingmag.com.au/hubs-c/communication-criticalsuccessful-changeNum 2 ( Shiela)
Communication is the key and one of the most complex parameters for employing a
change program successfully. It involves an exchange of ideas and feelings with
people in an organization through various mediums (Heathfield, 2018). In any
change program, it is the people who are basically being affected by the change
initiatives and it is the people who extend their cooperation and support to make
the change happen. Without the participation and motivation of the key
stakeholders, it is impossible to expect success from any change program, because
it is the stakeholder’s interests are either positively or negatively affected due
to the change initiatives. The stakeholders’ participation, commitment, and
approval in the entire change process is very important for achieving successful
results from the change effort.
Communication as a one-way process is a bad example I have experienced from my
previous work. Our manager from my previous work, simply shared details of the
forthcoming changes with the workforce but does not provide a mechanism for people
to share feedback. It was just like passing on information. Staff was informed
that there will be a change in shift assignments to cover the short staffing for
night shifts through e-mails and announcement in one of the morning huddles. Then
the following month, she just started assigning day shift nurse to work
night/graveyard shifts. There was no feedback elicited to better understand how the
message was received (Heathfield, 2018). Employees need to feel that their opinions
count and that they are being heard. As a result, the employees perceived that
change was being pushed on them, rather than feel that they are being given a voice
to influence change. As a result, some employees started missing scheduled work and
did not support the change program.
Heathfield. S. (2018). Careers: Communication in Change Management. Retrieved from
https://www.thebalancecareers.com/communication-in-change-management-1917805
Num 3 ( Kelly)
Effective and frequent communication is critical for successful change effort, as
communication aids in driving the perspective of followers and stakeholders. When
frequent communication is lacking, other can feel overwhelmed or misunderstood.
Karten identifies this absence of information as a source of aggravation,
compiling, when that information is not effective or clear, people can often assume
the worse in a situation (2009). Delayed or infrequent communication can also
eliminate trust and produce rumors regarding the change. To combat this issue,
frequent and effective communication is encouraged to proactively keep others
informed of change that may be affecting them. Karten goes on to explain that
people may not place as much importance on the type or quality of message received,
but on the periodic communication or frequency of updates to be reassuring (2009).
One specific example provided by the text was on the topic of no new information
regarding a change process. Though implementers may know there is a stall in the
project, others assume there may be information being withheld, which can lead to
fear and frustration. The recommendation at this point, is to communicate the lack
of new information and to explicitly state they will be updated when new
information arises. This frequent communication allows others to feel involved with
the change process and better understand the lack of communication and updates on
the process.
A good example of how this specific scenario played out in my current organization
was in working with lab and phlebotomy. There is a group that meets weekly to
assist in expediting the triage process from when a patient arrives, to when they
get discharged. The group’s goal or vision is to reduce that time in the hospital
and therefore, look into delays or barriers to discharge from a “flow” perspective.
One area of concern was not having a phlebotomist (person to draw blood work) on
patients that are hard to draw labs on or start IVs. The recommendation from the
group was to have a phlebotomist assigned to the ER, as many other ERs have this
resource. When the topic was discussed with lab, there was an extreme lag in
information or communication on the topic, even though the group kept asking for
follow-up. Finally, the implementer of the group was honest, and informed them that
the process was lagging due to lab not having an answer to present to the group and
needed more time and information to allocate resources. This simple act of
informing the group put them at ease that their recommendation was bring taken
seriously and had not been disregarded. The simple, effective, communication spoke
volumes to the group on their implementer of change and her dedication to the
project.
Kartin, N. (2009). Changing how you manage and communicate change: Focusing on the
human side of change. Retrieved from: https://ebookcentral-proquestcom.lopes.idm.oclc.org/lib/gcu/detail.action?docID=480405#
Purchase answer to see full
attachment