Effective communication

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Please provide substantial comment of the attached file ( specific Num 1 to 3) . Also, provide reference APA within 5 years.


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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#
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