Communication in change processes « Future Center KI NRW

Communication in change processes: The key to the successful introduction of digitalization and AI

Change processes have become a constant companion in today’s working world. While technical implementation is often the focus of attention in companies, it is unfortunately often overlooked that the success of such implementation processes depends largely on the way in which they are communicated and perceived by employees.

Many change projects fail not because of technical hurdles, but because of them poor communication and lack of involvement of the employees. Clear, transparent and continuous communication can be crucial to convey the vision, goals and need for change. In this article we will shed light on which aspects should be taken into account when communicating changes and dealing with the emotions and needs of employees.

Communication strategies for sustainable change

A well thought out one Communication strategy is the foundation of a successful change process. Different communication channels and methods should be used to reach all employees. In addition to the classic channels, apps, AI explainer avatars (also in different national languages) or AI-supported storytelling (see picture for example) could also be used. Employees perceive and process changes at different speeds. Flexible communication tailored to the needs of employees is therefore beneficial. Workshops, regular meetings and open forums can help reduce uncertainty and clarify questions in a timely manner.

Empowerment as a crucial success factor

This is a central element of successful change processes Empowerment of the employees. The concept of psychological empowermentas defined by Spreitzer (1995), includes four key dimensions: meaning, competence, self-determination and influence. These dimensions play a crucial role in supporting employees in change processes. In addition, Bandura’s (1977) concept of Self-efficacy plays an important role that emphasizes employees’ confidence in their own ability to successfully manage change. They are often the ones who know the workflows best and can and should therefore provide valuable insights into the requirements and intricacies of a new system.

Technology Acceptance Model (TAM) and its meaning

The Technology Acceptance Model (TAM) by Davis (1989) provides a framework for understanding how employees adopt new technologies. According to TAM, the acceptance and use of a technology depends on two main factors: the perceived usefulness and the Perceived Ease of Use. Effective communication should therefore not only highlight the advantages of the new technology, but also ensure that employees experience it as easy and supportive to use. Training offers for employees can support this process at an early stage.

Motivation and dealing with resistance

Change communication is above all a social process. The needs, concerns and emotions of employees must be taken seriously. Changes are often met with resistance, especially when they are perceived as a threat to the existing status quo. Sentences like “We’ve always done it this way” often reflect deep-rooted needs and fears that are expressed in such situations. Resistance in change processes is a natural and often unavoidable part, but it can also be seen as an opportunity for reflection and improvement. Companies should therefore develop targeted strategies to strengthen the motivation of the workforce, identify resistance at an early stage and integrate it constructively into the change process.

Conclusion: Communication and empowerment go hand in hand

Communication is essential for the success of change processes, especially when introducing digitalization and AI in the company. A transparent, people-centered and participatory communication strategy that focuses on the needs and emotions of employees is crucial to successfully mastering change. By using the specialist knowledge and experience of their employees and involving them in the change process at an early stage, companies can create a cooperative working environment that makes the change sustainable and successful.

Our support offers for these change processes in the AI ​​NRW Future Center are comprehensive and offer, among other things, communication workshops, AI introduction workshops, workshop series for developing AI guidelines as the basis of the AI ​​corporate strategy, as well as innovation and future workshops for creative idea generation.

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Sources:

Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465. DOI: 10.2307/256865

Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191-215. DOI: 10.1037/0033-295X.84.2.191

Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13(3), 319-340. DOI: 10.2307/249008

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