Change is inevitable in both business and life. No surprise there! Whether it’s a major organizational shift or a smaller process change, how we communicate that change makes all the difference. Additionally, effective communication throughout the change process is critical—not just for delivering the message but for guiding people through the emotional and practical challenges that come with it. Miss a key component and even the best-laid plans can quickly unravel.
5 Components of Organizational Change
The Lippitt-Knoster Model for managing and navigating organizational change emphasizes the five essential components of change: vision, skills, incentives, resources and action. Overlooking any one of these elements can lead to confusion, frustration and failure. These five components work in tandem to ensure change is implemented smoothly, with everyone involved understanding the process and their role within it.
Here’s a breakdown of the five critical components and why each one matters:
- Vision: The team needs to know where they’re headed and why the change is necessary. A clear vision creates alignment and drives motivation. Without it, confusion reigns.
- Skills: People must be equipped with the right skills to adapt to the change. If they aren’t trained or given the tools they need, frustration will build and progress will stall.
- Incentives: There must be something in it for everyone. Whether it’s personal growth, team success, or external rewards, people need incentives to fully engage with the change process.
- Resources: Even the best team can’t succeed without the proper resources. This includes everything from time and budget to tools and systems that support the new way forward.
- Action Plan: Once the vision, skills, incentives and resources are in place, an action plan helps keep things moving. Clear steps ensure that everyone knows what to do and when, turning uncertainty into coordinated action.
When one of these components is missing, the process breaks down. For example:
- Without vision, the team is left confused.
- Lack of skills leads to anxiety and frustration.
- Without incentives, people lose motivation.
- Lack of resources brings about disillusionment and stalls progress.
- Without an action plan, the entire process becomes chaotic, and nothing gets done.
By focusing on these five elements, leaders can guide their teams through change with confidence and clarity.
Why Communication in Change Matters
Why does communicating change matter so much? Because people crave clarity, especially when things are shifting.
Whether you’re rolling out a new strategy, launching a product or leading a team through a merger, change brings uncertainty. The way you communicate can either ease that uncertainty or make it worse. Poor communication leads to resistance, confusion and wasted time. But when it’s done right—when it’s thoughtful and clear—it builds trust and keeps everyone engaged, driving a smoother transition.
Leaders who communicate with intention and empathy during times of change do more than just implement new processes—they create a culture of support and transparency. Change becomes less about disruption and more about growth, and people feel more secure along the way.
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Communication Plays a Critical Role in the Process
At every stage of change, communication plays a pivotal role. Developing an effective communication strategy and plan is an essential first step. With a plan in hand, implementation comes next. How you communicate with your team will determine whether the process is smooth or filled with fear and resistance. Truthful and transparent communication builds trust, which is the foundation of any successful change initiative.
Here’s how communication impacts each stage of the change process:
- Setting the Vision: Clearly explaining the “why” behind the change is critical. When people understand the purpose and potential benefits, they’re more likely to buy in. A well-communicated vision sets the tone for everything that follows.
- Implementing the Change: As change begins to roll out, consistent and transparent updates prevent rumors and misunderstandings. Transparency is key—if you don’t have all the answers, it’s better to admit that than to hedge or sugarcoat the truth. Spin might work short-term, but it ultimately erodes trust.
- Sustaining the Change: Communication doesn’t stop once the change is in motion. Ongoing, honest dialogue reinforces trust. Celebrate successes, address challenges and keep everyone informed. Transparent communication shows that you value the team’s concerns and contributions, which reduces anxiety and keeps the focus on progress.
Dig Deeper: Stakeholders can make change easier by involving an internal communicator early on. Check out this infographic to discover five skills internal communicators use to address key aspects of change.
The Consequences of Poor Communication
When communication is hedged, spun, or worse, dishonest, the consequences can be severe. Here’s what happens when communication breaks down:
- Anxiety: When people aren’t getting the full story, they begin to speculate, often assuming the worst.
- Frustration: It’s extremely frustrating when you know change is coming, but information is slow to arrive. Most people think, “Just tell me. I can take it!”
- Fear: Without clear, truthful information, fear takes root. Teams start to worry about job security, the future, and how the change will affect them.
- Distrust: Once people feel misled or given incomplete information, trust erodes quickly. Rebuilding that trust can be difficult and will likely stall progress.
On the flip side, honest communication, even when it’s difficult, reassures people they’re part of the process. Transparency builds resilience and helps teams face challenges head-on.
5 Practical Practices for Purposeful Change Management
I recently came across an insightful blog by Bill Rogers, Chairman and CEO of Truist, where he shared key takeaways from a talk by Jenni Marsh on navigating change. Her advice offers a practical, thoughtful approach to leading people through transitions. Here are the five practices she emphasized:
- Listen First – Before taking action, pause and listen. Understand how your team feels—whether it’s excitement or anxiety. Tailor your communication based on their concerns.
- Expect Varied Reactions – Not everyone will respond to change the same way. Offer reassurance and adapt your approach as needed.
- Allow Time to Let Go – Change means leaving something behind. Give your team space to process these losses so they can move forward.
- Keep a Regular Update Schedule – Even without all the answers, establish a consistent communication cadence. This builds trust and helps people feel more secure.
- Celebrate Milestones – Don’t wait for the end to recognize progress. Small wins keep morale high and maintain motivation through challenging times.
A Tale of Two Change Management Experiences
When Change Communication Worked:
In 2018, Cox Communications went through a major rebrand. I wasn’t directly involved in the development of the brand itself, but as a communicator, I had a front-row seat to the process. The leader in charge did something that paved the way and really made the change stick—he hit the road, connecting with key stakeholders early on. He didn’t just dictate the new brand voice; he conducted workshops, listened to feedback and iterated based on what he heard. This gave people, including me, a sense of ownership. Even though not all feedback could be incorporated, seeing our input reflected in the new language made us feel like contributors, not just messengers.
When I worked for a Top 50 brand earlier in my career, I learned that a brand is more than a logo, and rebranding can be a daunting challenge. And the thoughtful approach of the change leader of the rebranding exercise at Cox Communications to involve communicators from the get-go turned potential resistance into enthusiasm. We participated in the process and felt heard. When the time came to launch, we were prepared, aligned and ready to champion the new brand voice. It wasn’t just about rolling out a new logo or slogan—it was about engaging people early, embracing their input, and evolving the language together. That’s what made the launch a success and left us all feeling proud to represent the new Cox brand.
When Change Communication Fell Short:
Once upon a time, each division at a large organization sponsored its own Employee Resource Groups (ERGs). Multiple ERGs supporting the same affinity group created a lot of duplication. The decision to unify ERGs across the enterprise made good sense from a business standpoint. The change also presented practical benefits for the ERGs themselves.
Yes but. ERGs are deeply rooted in a company’s culture, and those involved are incredibly passionate. This wasn’t just an organizational change; it was a cultural shift, and I knew that emotions were bound to play a big role. Influencing without authority, I managed to convince the eager change leader to build in additional time so that we could collaborate and take a strategic approach to communication instead of rushing into the announcement. We built a plan that set the stage for the change, recognizing the need for sensitivity and engagement. As expected, ERG leaders had mixed feelings and lots of questions. It was slow going, but we were on the right track.
Things went a little pear-shaped shortly after the announcement. The change leader considered the job was done and released the change managers to work on another project. However, I knew the announcement was just the beginning. There was selecting and onboarding new ERG leaders, rebranding and building new ways of working and collaborating across the divisions and so much more. The change leader felt pressure to quickly move on, but I saw the announcement as a milestone, not the finish line. We still had so much change to manage and communicate.
The resistance the team encountered following the announcement could’ve been mitigated—maybe even avoided—with a more thorough approach to cultural change management. It took as long as I had initially predicted, but the experience was painful and left a sour taste for many. I believe had the team embraced the recommended communication strategy, the outcome would’ve been smoother and a more positive experience. This was a valuable lesson: even when the change seems complete on paper, the real work lies in ongoing communication and support.
Parting Thoughts
Change is never easy, but with the right approach, it can become an opportunity for growth and transformation. Jenni Marsh’s five key practices—listening, anticipating varied reactions, allowing space for goodbye, establishing a cadence, and celebrating success—are simple yet powerful strategies to guide your team through uncertainty.
When communication is clear, empathetic and consistent, change isn’t something to fear—it’s something to embrace. By applying these principles and using models like Lippitt-Knoster to guide your strategy, you can turn even the toughest transitions into success stories for your organization.
Next time you’re leading a team through change, remember it’s not just about getting from Point A to Point B. It’s about how you communicate the journey and empower your team to embrace the future with confidence and clarity.
And with that, I encourage you to watch the video “Navigate and Embrace Change,” an interview with Simon Sinek.
Inspire on!