Towards Organizational Transformations: A Manageable Model to Communicate Changes

Organizations invariably undergo changes in their business processes. Competition, perceived opportunities or the evolution of the company itself, compel them to alter their working practices. It is essential to have a good communication for change management to ensure success in its activities when faced with major challenges such as employee resistance and the culture of the organization. However, research studies have shown that many organizations are still unable to handle the problem of communication, impacting their objectives. In this context, this paper proposes a model to manage communication in business processes changes called "Comm.On", based on the best practices found in the literature. The model follows the four steps of the PDCA cycle (Plan-Do-Check-Act), dealing with several factors concern processes changes. The Comm.On model was assessed from the standpoint of utility and usability, showing a high level of satisfaction as well as points of improvements to its evolution.

[1]  Marian G. Barchilon,et al.  The change announcement: Implications for communicating change using organizational culture , 2013, IEEE International Professonal Communication 2013 Conference.

[2]  Laurie K. Lewis,et al.  Communicating Change to Nonprofit Stakeholders , 2001 .

[3]  T. Ramkhelawan,et al.  Leading a technical organization through change: A focus on the key drivers affecting communication , 2010, 2010 IEEE International Conference on Industrial Engineering and Engineering Management.

[4]  Roy Langer Signe Thorup.  Corporate Communications : An International Journal Building trust in times of crisis : Storytelling and change communication in an airline company , 2015 .

[5]  A. Rogala.  THE RELATIONS BETWEEN THE INTERNAL COMMUNICATION CONDITIONINGS AND ITS EFFECTIVENESS , 2015 .

[6]  K. Brown,et al.  Building an organizational change communication theory , 2005 .

[7]  S. Harris,et al.  Crafting a change message to create transformational readiness , 2002 .

[8]  Gregory D. Hammond,et al.  Homegrown process improvement employing a change message model , 2011 .

[9]  Deborah J. Barrett.  Change communication: using strategic employee communication to facilitate major change , 2002 .

[10]  R. Freeman.  Strategic Management: A Stakeholder Approach , 2010 .

[11]  Kerry A. Brown,et al.  First steps: linking change communication to change receptivity , 2007 .

[12]  Richard E. Boyatzis,et al.  Transforming Qualitative Information: Thematic Analysis and Code Development , 1998 .

[13]  J. Kotter.  Leading change: why transformation efforts fail , 2009, IEEE Engineering Management Review.

[14]  Barry Shore,et al.  Enterprise integration across the globally disbursed service organization , 2006, Commun. ACM.

[15]  Laurie K. Lewis,et al.  Organizational Change: Creating Change Through Strategic Communication , 2011 .

[16]  Wim J.L. Elving,et al.  Communication, sensemaking and change as a chord of three strands: Practical implications and a research agenda for communicating organizational change , 2008 .

[17]  Marian G. Barchilon,et al.  Visualizing an iterative, dynamic model for improving leadership-employee communication in the organizational change process , 2012, 2012 IEEE International Professional Communication Conference.

[18]  Humayun Rashid,et al.  Language of Change , 2008, AMCIS.

[19]  Kerry Brown,et al.  Developing communicative competencies for a learning organization , 2006 .

[20]  Reinhard Riedl,et al.  Reflecting the relevance of communication in e-government-projects: two case studies in the field of knowledge management in the Swiss public administration , 2009, D.GO.

[21]  Tim Brown,et al.  Change communication: the impact on satisfaction with alternative workplace strategies , 2012 .

[22]  J. B. Brooke,et al.  SUS: A 'Quick and Dirty' Usability Scale , 1996 .

[23]  Pearl Brereton,et al.  Performing systematic literature reviews in software engineering , 2006, ICSE.

[24]  Ian Smith.  Continuing professional development and workplace learning - 14 : Communicating in times of change , 2006 .