An Analysis of Communication of Change, Innovation and Transformation

Tindi Stephen & Braima Rose || CMS, UEW

Presentation Outline Definitional overlaps Innovation

Theories Communication and innovation

Change Models Strategic communication in change

Transformation Thoughts and processes Communication in transformation

Conclusion and references

Of Innovation, Change and Transformation All organizations irrespective of size or nature

need the right injection of innovation, change and transformation in order to survive.

“I am convinced that if the rate of change inside

an institution is less than the rate of change outside, the end is in sight”.John F. Welch- Former G.E. Chairman &CEO

Definitional and Concept Overlaps Innovation is the process of making changes, large and

small, radical and incremental, to products, processes, and services that results in the introduction of something new for the organization that adds value to customers and contributes to the knowledge store of the organization. (J. Fagerberg, 2000)

Transformation is the creation and change of a whole new form, function or structure. To transform is to create something new that has never existed before and could not be predicted from the past. Transformation is holistic and involves changing the organization in its entirety (Daszko & Sheinberg, 2005)

Change is a situational phenomenon that may sometimes be temporary. It refers to any ‘newness’ element and could be interim measures pertaining to any aspect of the organization.

Untangling the Mesh.. Change must have some degree of desirability

and intentionality to be called innovation. Whereas change can be positive or negative,

innovation must add value (positive) Change must be holistic to be called

transformation Meanwhile;

The terms are used interchangeably The terms can be used in association;Innovative change, transformative change

Innovation This involves acting on the creative ideas to

make some specific and tangible difference in the domain in which the innovation occurs.

Innovation, like many business functions, is a management process that requires specific tools, rules, and discipline; among them is effective communication.

Types of Innovation Incremental innovation Innovation is improved on gradual incrementing and regular

degrees. EC and improvement in election administration Radical innovation, Innovation carried out from the root or base of a product

or services. This innovation may be demand driven based on market requirements or social needs, or supplier driven due to new technological possibilities. MTN in Nigeria

Disruptive innovation Innovation that disrupts an existing market. It is also an

innovation that causes a new and unexpected market through the application of a different set of values. EG: UT, lone in 48 hours, phone for loan

Understanding and Communicating Innovation

Diffusing Innovation Diffusion is “the process in which an innovation

is communicated through certain channels over time among the members of a social system” .(Rogers, 1983)

Diffusion is a kind of communication Components of diffusion

Innovation; the new thing/ idea to be adopted communication channels; media Time; Period of diffusion Social system; context, set of interrelated units

Innovation Decision Process 1. Knowledge,2. Persuasion 3. Decision,4. Implementation, and5. Confirmation.

Predictors of Rate of Innovation Adoption Relative advantage – apparently better than

what was previously used Compatibility – consistency with believes and

personality Complexity – ability to decipher and use new

idea Trialability – opportunity of experimentation Observability – visible benefits

These characteristics predict the rate of adoption of innovations and the speed of adoption is relative

Adaptor Categories Innovators – ready and willing to accept new ideas

but could face adverse consequences of innovation (gate keepers)

Early adopters – careful adopters (likely to be leaders)

Early majority – early to be convinced and have networks but not leadership influence

Late majority –They are skeptical, adopt a wait and see attitude but eventually buy into the innovation idea

Laggards – have traditional or conventional views and are most skeptical about innovation. They take the longest time to adopt innovation if at all

Innovation Curve (Adopted from Rogers, 1983)

Innovation Agents There are communication agents in the

innovation process referred to as of intermediaries or boundary spanning agents. 

boundary spanning agents are individuals who are strongly linked internally and externally and can both gather and transfer information from within and outside their work units.

They are communication stars that effectively communicate widely within their work unit, across work units and outside their organisation. Boundary spanning agents are able to act as translators, brokers or mediators.

Significance of Communication in Innovation

Innovation does not happen spontaneously. It is gradual and should be supported and sustained by effective communication

Innovation usually needs more than one person, department s and units to achieve (cooperation).

The outcome of innovation can be uncertain and breed organizational anxiety

Using Communication for Successful Innovation Analyze the innovation adoption behavior before a

communication strategy is proffered. Ensure through effective communication that the

people involved see a clear advantage in the adoption of innovation.

Relate the innovation to the existing values and experiences of staff and general organizational culture. Communicate well with staff, make the change as easy as possible to understand and use; allow people to try the change step-by-step, making adjustments as they go.

Communicate clearly every step of the innovation process but avoid information overload

Evidence of Communication in Innovation

The interest in communication has stimulated the emergence of new (applied) academic disciplines such as;

Agricultural Extension Studies

Health Education/Public Health Education)

Change Organizations can only institute a change

program when employees who are involved in the program understand and have confidence in its value.

Effective change rides on the back of clear/ strategic communication

Thinking Change…

Kurt Lewin in 1947 introduced a three stage theory of change (Force-field Analysis)

Change is a journey rather than a simple step. This journey may not be simple and may involve several stages of misunderstanding before people cross to the other side.

Stages of Change Identified by Kurt Lewin

Limitations of Lewin’s Model The final stage (refreezing) suggests that the

stage is static, this defeats the description of change as a continuous process.

The logic of the model takes into account only organizations that are in a situation or problem that require changes but not those already working well and wish to perform better.

The model is deceptively simplistic

The John Kotter Model of Change

Criticism of the Kotter Model The main problem in all eight stages proposed

by Kotter is changing people's behavior, not strategy, not systems, not culture. These elements are extremely important, but the core issue is the behavior - what people do and that is how they need to be changed significantly.

Other Models of Organizational Change Natural change: The flow or succession of

institutional life cycles. ie; Start up, expansion, capitulation

Planned change: The organization itself decides to alter the way it does business or some aspect of its operations due to competition, or need for efficiency, in response to a problem among others. - Miller (2002)

Challenges of the Change Process Ownership tension Resistance Uncertainty These can be addressed through effective

communication

Employees prefer negative information on upcoming organizational change to no information

Communication in Change Communication must be featured prominently in

the change planning process Different channels of communication must be used. Speak to the right people but avoid the ‘tunnel

vision’ trap Research and identify effective strategies suitable

for communication Involve workers in the change process as much as

possible (openness) Employees would certainly try to understand the

change process on their own by seeking information and discussions. Feed their quest with the right information.

Change Communication Strategies Spray and Pray – give the information and hope it

would be sifted by employees Tell and sell – give out only what management

considers relevant Underscore and explore – give out basic

information and give employees the freedom to fathom the puzzle

Identify and rely – wait on the concerns of workers and address them appropriately

Withhold and upload – withhold information as much as possible, upon confrontation with questions and rumors, uphold the party line (Official position)

Transformation Often, people confuse transformation with

any kind of change, technology breakthrough, innovation, process improvement or transition. However, few changes are truly transformational-(Daszko & Sheinberg, 2005)

While all transformation is change, not all change is transformation.

More on Transformation Organizational

Transformation takes place when people managing a system focus on creating a new future that has never existed before, and based on continual learning and a new mindset, take different actions steps from what was done in the past.

Butterfly undergoing transformation

More on Transformation … Transformation occurs through a system of

continual questioning, challenging, exploration, discovery, evaluation, testing, and creation of an organization’s management theory and application; beginning with the realization or revelation that the organization’s current thinking /management style is incomplete/flawed.

The Transformation Process Awakening_ Realisation Intention _Decision Action _Dispel fear or uncertainty and go all

out for the next big thing.

There is so much uncertainty in transformation Transformation requires cooperation and communication in this period must be clear, strategic and informed by research.

Conclusion “There is nothing more difficult to plan,

more doubtful of success, nor more dangerous to manage than the creation of a new order of things.”

Niccolo Machiavelli

The Prince (1513)

References Beckett, R. C. & Hyland, P. (2009). Effective Communication In Innovation Processes. CI

Net Journal 978-90-77360-12 (5) Crawford, C. B. (2001) Leadership And Innovation : champions And Techies As Agents

Of Influence. Paper Presented to the Association of Leadership Educators 2001 Conference Review Committee, America

Daszko, M. & Sheinberg (2005). Survival Is Optional: Only Leaders With New Knowledge Can Lead the Transformation

Glor, D. E. (2001) Key Factors Influencing Innovation In Government The Innovation Journal: The Public Sector Innovation Journal Volume 6 (2), 2001

Kotter, J. P. (1995) Leading Change: Why Transformation Efforts Fail. Harvard Business Review.

Linke, A & Zerfass (2011). Internal communication and innovation culture: Developing a change framework. Journal of Communication Management 15 (4) 2011 332-348

Roggers, E. M. (1983) Diffusion of Innovations. Third Ed, Free press, America Sahin, I. (2006). Detailed Review Of Rogers’ Diffusion Of Innovations Theory And

Educational Technology-related Studies. The Turkish Online Journal of Educational Technology. 5 (2)

Miller, K. (2002). Organizational Communication, Approaches and Processes. Fourth Edition. Thomson wadsworth.

Weick, K. E. & Quinn, R. E. (1999) Organizational Change And Development. Annual Review Psychology 61-86�