Disseminating Information and Soliciting Input during Planned Organizational Change

Abstract

This study examined implementers’ uses of channels to disseminate information to and solicit input from staff members during planned change. How communication was differently directed to paid and volunteer staff and the degree to which channel use is predictive of implementers’assessments of success of change efforts was also assessed. Implementers of 89 planned change efforts across a wide variety of geographic and business sectors served as respondents for the study. Potential applications of findings for organizational practitioners are discussed.

Relación entre comunicación y cambio organizacional en trabajadores de una empresa del sector terciario

“…Lewis (1999), Armenakis y Harris (2002) y House y Stank (2001) consideran que la aceptación del cambio por parte de los miembros de la organización depende de la forma como los directivos compartan la información. Por su parte, Kleinbaum, Stuart y Tushman (2008) refieren que la comunicación interpersonal es categorizada como sincrónica vs. sincrónica.…”

Organizational Change and Communication Strategies

“…Other than general information meetings, small informal discussions are the most frequently used channels for disseminating information, whereas written information is the least frequently used channel of communication (Lewis, 2011). In terms of formal and informal communication, Lewis (1999) found that informal channels are utilized more for disseminating information and requesting input from organizational members. Finally, Timmerman (2003) stated that source, organization, media, message, task, receiver, and strategic factors are likely to influence the selection of communication channels that agents employ to disseminate information.…”

“…Although communication channels can be used for both disseminating information and asking for input, among other functions, Lewis (1999) found that change agents focus more on disseminating information than on soliciting input and invitations for participation. Based on these agents' perceptions, the selection of channels for disseminating information -especially use of general information meetings-is found to be related to successful change outcomes.…”

“…Generally, the literature dealt with communication in terms of the announcement of change programs (Smeltzer, 1991), disseminating information, soliciting input regarding change (Lewis, 1999), reducing or managing uncertainty and conflict (Bordia, Hobman, Jones, Gallois and Callon, 2004), and sense-making, persuading, soliciting, acquiring feedback (Gallivan, 2001), and framing (Fairhurst, 1993). Communication is also viewed as a tool for creating and sustaining a guiding vision for the organization, facilitating opportunities for participation, decreasing resistance, creating a positive environment and reaction for change, and appropriating and adapting features of change (Lewis, Schmisseur, Stephens and Weir, 2006).…”

Managerial information behaviour: Relationships among Total Quality Management orientation, information use environments, and managerial roles

“…As disseminators, the managers in a TQC organization will be responsible for relaying process efficiency, improvement, and customer satisfaction information to employees, as prescribed by a monarchical information structure, following a "top-down cascade model" (Cole, 1999, p. 199). This disseminator role is especially valued by employees in uncertain and risky environments, as mediated or top-level messages are too remote from users' actual activities to be highly credible, practical, or influential (Lewis, 1999). As spokespeople for a TQC organization, managers are an important carrier of the quality message to the organization's customers and environment, emphasizing product quality, process efficiency, and customer satisfaction.…”