Change communication can be so simple! The empathic change communication style

Abstract

Purpose Deliberate large-scale changes in libraries need an accompanying change management. One of the essential success factors of change management is the communication process, as insensitive communication, using e.g. ambiguous wording or inappropriate tonality can cause great damage throughout the change process. Expert interviews with library managers did show that this change communication does not have to be something elaborate and outstanding using all new technological possibilities, but can be kept simple as the most important factors are to give enough information and to get into a conversation, a personal dialogue with team members. The purpose of this paper is to show the details of a change communication style which enables leaders to cope with deliberate large-scale changes. Design/methodology/approach The empathic change communication style (ECCo-Style) will be analyzed and described on the basis of an extensive literature research as well as a qualitative research on practical experiences of leaders of different hierarchical levels of academic and public libraries during the change processes. Findings The leader’s own action – and with this his or her communication style – has a signaling effect on team members of which each leader needs to be aware of and which can be used to release an enormous pulse, especially during the change processes. Originality/value This ECCo-Style is newly designed.

The Linkage Between Change Communication and Behavioral Resistance to Change: Moderating Effect of Trust in Management

“…Communication is a crucial factor in the process of organizational change (Armenakis & Harris, 2002;Burnes, 2017, p. 473;Düren, 2016;Lewis, 1999;Zorn et al, 2000). Without implementation, a brilliant idea (such as the idea of change) is only limited to ideas and potential, and through communication, the idea can be conveyed (Real & Poole, 2005).…”

Communication-based approaches to library reference services: anxiety-uncertainty management as a model for communication breakdowns

“…AUM may prove beneficial for understanding other aspects of organizational communication beyond just reference transactions. Communication is an important part of successful library management (Duren, 2016;Yildiz, 2017). AUM has previously been used to describe principles for effective management within corporate cultures and may be adapted to describe effective library management culture (Dainton and Zelley, 2019).…”

Leading Others To Lead: The Importance Of Staff Empowerment In Times Of Change

“…Furthermore, library leaders cannot realistically expect library staff to embrace change if they are not supported as noted in the previous section on empowering staff. This support should take many forms, including praise (Düren 2016). Increased engagement and involvement with the process should be rewarded with public praise.…”

“…Library employees must feel safe and encouraged to participate and empowered to engage in all stages of a change, especially a large change such as reconfiguring service points and service models (O'Sullivan and Partridge 2016; Smith 2006a). And, often, leaders need to listen more than they talk to really dig into issues and concerns, as are dealt with more deeply in the next section (Düren 2016;Smith 2006a).…”

“…This will have detrimental effects on any effort to engage and solicit support for service model changes. Leaders must practice their empathy skills and fully engage with their staff in two-way communication (Düren 2016).…”