In this second
article in the change management series, let us go deeper into communication,
with particular reference to the Indian Context. Communication is considered to
be a major solution to managing change; in my opinion, it is a tool, a tactic used
to manage it; not a strategy. The reason why a large percentage of initiatives
fail arises from this misunderstanding – that communication is a key strategic
tool in the change manager’s repertoire. The difference between the two is that
a tactic is deployed along a particular vector i.e. strategy. As someone
observed in comments on my previous article – actions and words should align. Treating
communication as a tactic is one small part of the process that can lead to
ensuring these align.
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THE INDIAN
CONTEXT
Before we go
into the specifics of communication in change management, we need to understand the context of communication in India.
Indians operate, by and large, on the spoken word; there is even a strong set
of legal precedents examining both sides of this issue. Contracts are just
paper formalities, with the specifics being sealed over phone or one-on-one
meetings. A word once given is taken as a binding socio-cultural contract. Then,
it matters little to the other side if the word was uttered in half-sincerity,
with the objective of gaining time. Once stated, the contract is done and enforceable,
in the minds of the other party – who is operating on the purely Indian
SocioCultural mode. Learning – If you don’t
mean it, don’t make the mistake of stating it – even in jest. You will lose the
contract, or the relationship, or both. Remember, Raghukul Reeti Sadaa Chali Aayi
Praan Jaayi Par Vachan Naa Jayi isn’t just an empty verse.
Case 1: one
of the biggest problems I troubleshot involved sorting out verbal promises by
my predecessor. There was no written commitment; but 9 distributors across on entire
state shut shop for a large Indian Conglomerate. This happened twice in two different
industries with catastrophic consequences – I handled both when I was sent to troubleshoot. Case 2: One of my
largest distributors, when I was region head, shut shop for non-payment, and
raised a claim worth over a dozen Lac rupees, starting 3 years before my time.
It was paid – there was no written proof. Managers who disregard this lead to
marketshare and profit losses to the company. Both times verbal statements given
by insincere managers / businessmen were taken as gospel, and long position
assumed basis them. I shall go into greater detail in the relevant business article
on ethics and organization culture; for now let us use these to underscore the
value of the spoken word in India.
LINK TO
CHANGE MANAGEMENT
Case 3 : One
of the better performing Region Heads was complained against by a top partner –
with a blunt summary. He is a man of weak commitment – he doesn’t do what he says.
He then raised a detailed factoid on mail stating his POV : all from
inconsequential statements like ‘I will be there in 30 minutes’ to business
points. Point being – people do note what you say; every word, and how you act
subsequent to those words. Everything you speak, every single word, is noted
and logged by everyone you meet in a business context. In a personal relationship,
we do tend to take things lightly, forget, move on; but not in Business.
This is where
communication breaks down while managing change. The tendency to gloss over things that you consider unimportant
causes havoc. The other person may not have the same perception you do; that
results in a varied understanding and contributes to fear and uncertainty. In
any change, fear and uncertainty are bound to happen. In that scenario, when communicating
the change, you need to deal with each question; you also need to anticipate questions,
set employees free and let them converse with you. If you as a boss don’t have
that rapport – use someone who does as a go-between.
There is an
established Indian tendency to be non-committal in verbal communication &
negotatiation of business terms. We have seen above how this can wreck existing
networks with massive losses – in the above 4 cases, the total monetary loss
involved was around Rs. 59.2 Crores – all because 5-7 managers did not be
specific in their verbal communication. In
fact, there is a strong & ubiquitous need for an effective intervention by HR and
L&D professionals in this specific area at the levels of VP, ZM and RSM
right till the frontline levels. I shall go into greater details later, in the
section of culture.
Case 2
revisited: The statement made by the previous manager, and the current VP was “Aage
Dekh Lenge, don’t worry”. I know this for a fact, as this was also stated in
front of self by the same person. This was interpreted as a given, as a
commitment by the other party. This also isn’t a oddity, or a one-off, can
state a series of other real cases. The net result of this insincere handling
was a net loss in turnover of 5 Crores, and a claim settlement into over a dozen
lacs.
How is this
linked to change? The link is clear, and integral – the tendency of
non-committal responses in an uncertain environment, combined with a clear and millennia
old history of placing near-divine importance to the spoken word combines to
destroy the change initiative one has planned. Uncertainty and fear requires
primarily clean and clear specific communication to specific and clear as well
as amorphous queries. The absence of this leads to escalating fear and
uncertainty.
The problem
at the core is the modern manager is not trained to understand these detailed
business specifics, and operates from a very different cultural & business
perspective. India is changing & evolving yet holds onto its ancient cultural
attributes – but no attempt is made to ensure the manager also evolves with
Indian society, while also valuing old habits. While managing change, there is a need to be very, very specific in
communication – this is never checked. It isn’t just about whether your people
have communicated; how, what, when, where have they communicated also needs to
be managed. You have no option but to go into micromanagement of the communication…
this is at the best of times hard to do. But Change does demand the toughest skills
to successfully navigate. This is the subject of the next article in this
rather detailed series on managing change
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