Middle managers experiences about communication with employees in organizational change

This academic essay is built on a qualitative study about middle managers experience of the communication and the involvement of employees in the process of change. Nine middle managers within Swedish primary care have been interviewed with the purpose of researching different middle managers different and similar views on the communication in the process of change. In the essay, our collected empiricism is set against theories like Kurt Lewin's (1951) model of change and the model of communication created by Claude Shannon and Warren Weaver (1963). A mutual view on the communication that emerged in our research was that the early involvement of employees in the process of change is highly substantial. This has been done in different ways and with partially different outcomes, which appears in our research. The employees participated in an early stage so that they could get a better understanding of the change and be a part of it and affect the outcome. We also learned that several middle managers saw the informal information as crucial in the process of change. Seven out of the nine respondents tried their ideas of change with employees during coffee breaks or in the corridors in an informal way to get their crew onboard on the change early in the process. The ones who went about the informal way were successful to a greater extent to get their employees to participate in the change.