The Communication Process

August 24, 2017

Everything has a starting point.

Karten (2009) starts change from within. Agents of change should speak with authority and reassurance, come from a place where they've experienced change before, in life, remember the various reactions – they are not and will not be alone in those responses – and recognize the changes facing them now. Then, they are in a better position to help manage change in others.

A plan without a voice is an idea.

Cowan (2014) proposes using communication to integrate and connect the organization, because dialogue can be a powerful tool in change. He reiterates that knowledge is power. However, the organization is at its most powerful when the maximum number of people have that power of knowledge.

Withholding information is a weakening-position and injurious to the organizational system and its health.


We must remember it is not just about talking. If the organization is going to communicate it must say something of value, be appropriate for its audience and achieve comprehension.

Make sure everyone comprehends what is happening to the same level of agreement. Try to understand the position of those who were not convinced. Listen to objections and provide whatever is necessary to remove doubt, fear and misconceptions. It is acceptable to communicate that there is nothing to communicate. Address how the change will occur and what it will look like upon completion. Encourage participation from the affected in the development of the change. This will allow people to take ownership of the change. Then, get everyone to share and see the change from other perspectives (Karten, 2009).


When communication is working, the clouds of uncertainty, doubt, confusion and ambiguity dissipate.

Grigorescu and Lupu (2015). Stated, “Between any form of communication there is an unbreakable connection that can lead to the improvement of the organizational competences, because communication remains one of the basic activities with a great influence on agencies, groups, communities and environments.”

Horizontal and vertical communication across the organization and moving forward in time integrates successful companies.

Well-planned communications convey progress, commitment, value, cause and effect, enthusiasm, encouragement, dedication and validation for supporting the change from stakeholders.

If multiple change project lines are occurring simultaneous, a well-orchestrated communication will show how the effort of one project line contributes to the success of another change timeline. Taken separately, the communications may see well and with good intentions. However, will connecting the integrated web of progress, it helps to build a picture greater than the individual parts (Grigorescu & Lupu, 2015). This is important to paint a picture of the strategy as the vision takes shape. Adding projections of the next accomplishments build anticipation and garnishes more support.

Successful previous stakeholder communications will cultivate a lot of goodwill when the change may not go as planned and stockholder support may be what the change needs to proceed.

Failures in communication will start to unravel the cohesion of the change process and the ability for individuals to work together in units and across department lines or make valid value judgements in the absence of actionable data.


Focus on results to become a strategic communicator and eliminate breakdowns in communication that hinder organizational performance (Grigorescu & Lupu, 2015).


Cowan, D. (2014). Strategic internal communication: How to build employee engagement and performance. London, England: Kogan Page.

Grigorescu, A., & Lupu, M. (2015). Integrated communication as strategic communication. Review of International Comparative Management / Revista De Management Comparat International, 16(4), 479-490.

Karten, N. (2009). Changing how you manage and communicate change: Focusing on the human side of change. Ely, Mn: IT Governance, LTD.

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