Effective communication during organizational change: a gap analysis

2018-03-01This study sought to understand the high failure rate of organizational change initiatives and the importance of effective communication during those changes. The complex global economy requires leaders to effectively manage change, yet 70% of organizational change initiatives fail to achieve a positive outcome (Maurer, 2010). A review of research literature revealed these initiatives often fell short of expectations due to a poor strategy (Rosenberg & Mosca, 2011), poor execution (Getz, Jones, & Loewe, 2009; Kotter, 1996), or failure to consider organizational culture (Drucker, 2004). Relatedly, the need for effective communication during change was a common theme across all three of the reasons for failure. Thus, leaders who do not understand the role of effective communication during organizational change, place the companies and people they lead at risk of financial failure. ❧ The purpose of this project was to conduct a gap analysis that examined the knowledge, motivation, and organizational influences on the stakeholders as they work to achieve their goals. These influences were derived from existing general research literature; however, this project was conducted within the Alpha Technical Group of Premier Energy, a leading energy company headquartered in North America. A mixed methods research approach validated the assumed influences and recommendations were proposed to improve knowledge related to the strategy; goals aligned to the strategy; communicate clear priorities and model behavior aligned with the strategy; and monitor progress with job aids and scorecards. Furthermore, firms with effective and congruent communication improved organizational value by 20-30% (Axelrod, Hadfield-Jones, & Welsh, 2001; McDonald & Smith, 1995; Watson Wyatt, 2004). Therefore, successful implementation of the recommendations will provide value to the employees, leadership, shareholders, and stakeholders of Premier Energy