Boundary activities and readiness for ... - Projekti-Instituutti

Theoretical background
pamphlets, bulletin boards, posters, web-sites, briefing sessions, and
informal communication (Russ, 2008).
An important part of the early communication is the announcement of the
forthcoming change. In the case of complex changes, the actual effects of
change may be largely unknown, which makes it difficult to communicate
the change to others (Smeltzer & Zener, 1993). Also, it may be challenging
to engage in a discussion of difficult or even painful issues related to change
(Beer & Eisenstat, 1996). Still, if a major change effort is not announced
early, the employees are often able to sense the signals that a change is
approaching (Smeltzer & Zener, 1993). If the announcement is postponed
and communication is restricted, rumors can be expected, possibly
promoting a negative climate (Klein, 1996; Smeltzer & Zener, 1993).
Besides announcing change, early change-related communication aims at
explaining the rationale and goals of the change effort, and developing and
describing the involved plans and procedures (Klein, 1996). Marks (2007)
argues that the participants of change should be fully educated about the
necessity for change, the benefits related to it, the progress, and the related
problems. The importance of dialogue has also been highlighted (Russ,
2008). Although extensive communication is typically recommended,
Smeltzer and Zener (1993) note that one should not provide too much
information during the early stage of change, as it may result in
unnecessary controversy and confusion.
The last success factor is sustaining the momentum for change. Many
authors warn about losing the momentum after the initial enthusiasm (e.g.
Armenakis & Harris, 2002; Bruch et al., 2005; Cox, 1995). In large change
programs, the initiation and planning stage may take years, and thus the
managers of change need to put effort into actively sustaining the
momentum. Stjernberg and Philips (1993) note how the legitimacy of
change has to be continuously regenerated and sustained. The managers
also need to ensure employees that the change is given priority and kept
permanently present (Bruch et al., 2005).
One of the most commonly suggested tactics of sustaining the momentum
is the introduction of so-called quick wins (Gill, 2003; Kotter, 1995; Marks,
2007), referring to visible benefits that are demonstrated early in the
change process. Such short-term wins need to be systematically planned in
advance and when achieved, made visible to the larger audience. In large
change programs, a common tactic is to establish pilot projects that
introduce the change first to just one unit or group before spreading it to
the entire organization (Spencer & Sofer, 1964; Turner, 2005). If a pilot
project is successful, it may help sustain the momentum and ensure others
of the feasibility of change. The overall pace of change is also important.
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