Much of the research regarding effective communications on issues of uncertainty comes from the human resources field, where organizational changes have been shown to cause employee stress. Army Medicine is facing uncertainties associated with our own reorganizational challenges, Army transformation, budget cutbacks, and intense media and Congressional scrutiny of our mission. While communication alone cannot decrease uncertainties or the concerns that go along with it, the lack of good "uncertainty communications" has been proven to have detrimental effects: organizational inefficiencies, low morale, high turnover, and emotional triggers recalling memories of past events (both positive and negative).
Conversely, effective communication strategies in high-uncertainty environments can help reduce uncertainties, and forge a unified bond between leaders and employees. Well designed and executed strategies are associated with productivity gains, efficiency improvements, cost reductions, improved morale, and decreased employee turnover.
Communicating about the unknown can be challenging. Receivers experience difficulties processing information due to cognitive static, yet messengers often assume that "more information is better" or worse yet, that "no information is better." So, how do you communicate successfully when you don't know or have all the facts to make necessary decisions? The use of evidence-based risk communication tools and principles can help.
We are all familiar with uncertainty communications in our personal lives. Uncertainty communications occur at work as well. For example, patients with a terminal disease want to know, "How long do I have to live?" "Soldiers with behavioral health issues want to know, "Will I get better and when?" Employees concerned about workplace exposures want to know, "Is it safe to work here?" Team members facing possible downsizing want to know, "How will proposed organizational changes affect me?"
Employees process communications according to their own perceptions which are influenced by their cognitive disposition to the immediate situation and environmental factors. For example, employees under stress experience "mental noise" that can cause them to lose up to 80 percent of their ability to process information. The remaining 20 percent is often focused on issues of high concern to the individual, rather than on issues deemed important to management. Key findings about communication in uncertain environments include:
• When audiences can't get information from their own organization or leadership, they turn to other sources because information-seeking behavior is the most common response to feelings of uncertainty. Some of these information sources may be unreliable or operate with agendas, both of which can generate more stress about the uncertainty (e.g., news sources, social media, the internet, each other, the media, Congress).
• When concerns are high and/or trust is low, the "how" of communication is as -- or more important than the "what." Yes, facts are important, but when uncertainties are involved, audiences want to know that someone cares about them, their concerns and their well-being. Audience perceptions of communicators' caring and empathy - especially when concern is high, are the most important factor in deciding the credibility of the information and the information source. Yet too often, communication during times of uncertainty is shut down completely while awaiting additional information or headquarters approvals. What does research and empirical evidence tell us about communicating more effectively about uncertainties?
• Recognize that, in all cases, the most effective communication is a conversation between leaders and employees, not a one-way information dissemination process that happens only after all details are worked out.
• Identify the communication needs and expectations of both leaders and employees. The most effective uncertainty communication approach involves a partnership that integrates the communication needs and expectations of those leading the change and those impacted by it. Understanding and integrating the goals of the organization, and the needs and expectations of both leaders and employees can provide the basis for a sound uncertainty communication strategy.
• Understand and appreciate the time it takes to develop, execute and assess an uncertainty communication strategy. Sending emails when new information is available may impact employee awareness in the short-term, but emails alone will rarely motivate or change employees in a significant way, or generate a desired action. Awareness, motivation and action are very different, particularly whencommunicating about uncertainties. The ultimate test for a communication strategy involving uncertainties is to shape employee actions; a strong communication process can affect that.
• In-person, two-way communication opportunities are essential so that audiences can voice concerns, ask questions, propose solutions, and collectively discuss issues related to the uncertainty. The simple act of listening is one of the most compelling gestures to demonstrate care and empathy for those concerned, and to strengthen trust - all qualities known to help reduce uncertainties.
Army Medicine and the Military Health System are facing many challenges in the months ahead, and uncertainties are likely to remain high. One way to reduce those uncertainties--and help employees make sense of proposed changes--is to develop, execute, and assess a sound communication strategy, one built on feedback from leaders and employees, and analyzed sideby-side with organizational goals.
Although uncertainty communication can be challenging, regular strategic communications should take place - and is necessary in order to achieve successful change and to sustain full team support as Army Medicine reorganizes to align with the Army of the future.
References:
Klampitt, P.G., DeKoch, R.J., and Cashman, T., "A Strategy for Communicating About Uncertainty." The Academy of Management Executive. Nov. 2000. 14(4). Pgs. 41-57.
Wojtecki, J.G. & Peters, R.G., "Communicating Organizational Change: Information Technology Meets the Carbon-Based Employee Unit." The 2000 Annual. Vol. 2. Pgs. 1-16. http://centerforriskcommunication.org/publications/Communicating_Organizational_Change.pdf
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