This study examined implementers’ uses of channels to disseminate information to and solicit input from staff members during planned change. How communication was differently directed to paid and volunteer staff and the degree to which channel use is predictive of implementers’assessments of success of change efforts was also assessed. Implementers of 89 planned change efforts across a wide variety of geographic and business sectors served as respondents for the study. Potential applications of findings for organizational practitioners are discussed.

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This study offers a thematic analysis of the advice from a sample of bestselling popular press books on the subject of communication during implementation of organizational change. This analysis uncovered themes concerning the communicative role of change agents, general strategies for communicating and introducing change, and tactics for communicating during implementation of change. Themes within each of these general categories are presented and discussed in terms of their prevalence and general character. Implications for how practitioners can make the best use of this advice and how it compares to empirical findings in the scholarly literature are then discussed. Further directions for organizational communication scholarship are suggested.

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