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Communicating change
Author(s) -
Richardson Peter,
Denton D. Keith
Publication year - 1996
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/(sici)1099-050x(199622)35:2<203::aid-hrm4>3.0.co;2-1
Subject(s) - variety (cybernetics) , organizational change , task (project management) , relevance (law) , process (computing) , business , organizational communication , resource (disambiguation) , process management , knowledge management , human resource management , human resources , public relations , computer science , management , political science , computer network , artificial intelligence , law , economics , operating system
Abstract Communicating organizational change is a difficult task. Many attempts at change end in failure, and many times the failure is due primarily to poor communication and lack of acceptance of the change by employees. This article examines (1) the process of communicating for change, (2) some major reasons for communication failure, and (3) a variety of successful techniques used in organizations. Empirical evidence about communicating for change is also incorporated. Finally, guidelines for managers, with particular relevance for human resource managers, to follow in effectively communicating for major changes are presented. © 1996 by John Wiley & Sons, Inc.