{"id":54585,"date":"2021-11-18T05:15:52","date_gmt":"2021-11-18T09:15:52","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=54585"},"modified":"2021-11-22T05:08:41","modified_gmt":"2021-11-22T09:08:41","slug":"communicate-the-vision","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/communicate-the-vision\/","title":{"rendered":"John Kotter: How to Communicate the Vision for Change"},"content":{"rendered":"\n<p>How can you effectively communicate your vision of change to your employees? What things should you avoid when you&#8217;re <a href=\"https:\/\/www.shortform.com\/blog\/how-to-communicate-a-vision\/\">communicating the vision<\/a>?<\/p>\n\n\n\n<p>According to Kotter, once you\u2019ve developed a sense of urgency, assembled a credible and empowered coalition to lead the change effort, and articulated a clear vision that can anchor every decision and action taken within the organization, you\u2019re ready to sell the change project to the broader organization.&nbsp;<\/p>\n\n\n\n<p>Continue below for tips on how to communicate your vision for change.<\/p>\n\n\n\n<!--more-->\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Sell the Vision<\/strong><\/h2>\n\n\n\n<p><strong>The sheer complexity and scale of change baffles people and makes them fearful to engage or buy into the effort. <\/strong>Kotter argues that some of this can be attributed to people\u2019s natural resistance to change\u2014they worry that change offers no benefit to them, or that they will be made worse off.<\/p>\n\n\n\n<p>(Shortform note: This ingrained <a href=\"https:\/\/www.shortform.com\/blog\/overcome-resistance-to-change\/\">resistance to change<\/a> is closely related to the <a href=\"https:\/\/www.shortform.com\/blog\/cognitive-bias-definition\/\">cognitive bias<\/a> known as <em>loss aversion<\/em>. Loss aversion causes people to prioritize avoiding potential losses more than achieving potential gains, even if those losses and gains are equal. For example, if you receive a windfall of $500, it will probably bring you a certain measure of happiness. But if you then <em>lost <\/em>that $500, loss aversion would cause you to experience unhappiness far greater than the happiness you felt upon <em>receiving <\/em>the money. This cognitive bias creates a strong propensity toward conservatism in <a href=\"https:\/\/www.shortform.com\/blog\/methods-of-decision-making-crucial-conversations\/\">decision-making<\/a> and a desire to keep things as they already are.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Avoid Jargon<\/strong><\/h3>\n\n\n\n<p>When communicating the vision for change, leaders should avoid using overly technical or industry-specific jargon, even when they\u2019re communicating internally. Not only is jargon hard to understand, but it can alienate people who aren\u2019t familiar with it, leading them to feel shut out and ignored.<\/p>\n\n\n\n<p>Instead, leaders should strive to be clear and concise in their language, articulating the vision plainly, clearly explaining why it\u2019s important, and outlining the changes that are going to be made in order to bring it to fruition.<\/p>\n\n\n\n<p>(Shortform note: The tendency to use jargon is not just something seen in the business world\u2014<a href=\"https:\/\/www.nature.com\/articles\/d41586-020-00580-w\">it\u2019s also a significant problem for the scientific community as it struggles to convey its ideas to the general public<\/a>. According to one study, the use of overly technical language in scientific reports and articles undermined participants\u2019 confidence in science, made them feel locked out of the discussion, convinced them that they were \u201cbad\u201d at science, and made them less likely to read scientific materials in the future. In fact, to help researchers make their publications more accessible, one Israeli researcher created <a href=\"http:\/\/scienceandpublic.com\/\">an online tool called the De-Jargonizer that rates and assesses the accessibility of scientific texts<\/a>.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Foster Open Dialogue<\/strong><\/h3>\n\n\n\n<p>Kotter encourages the leaders of the change coalition to <strong>foster an open dialogue regarding the vision and strategy for the organization\u2019s future, <\/strong>even from people who may disagree with that vision and strategy.<strong> <\/strong>Leaders should create an environment where feedback and input from <em>all <\/em>employees is welcome.<\/p>\n\n\n\n<p>This empowers people in the organization and gives them a <a href=\"https:\/\/www.shortform.com\/blog\/the-endowment-effect\/\">sense of ownership<\/a> in the mission. This will encourage buy-in and foster commitment because it makes people feel that they are helping to guide and shape what\u2019s happening with the organization, rather than simply being dictated to. Once people feel they\u2019ve been heard and listened to, they\u2019re far more willing to commit to a course of action, even if they have disagreements\u2014in fact, most people don\u2019t expect full agreement with their ideas, they only want the respect of having their perspective considered.<\/p>\n\n\n\n<p>(Shortform note: Not fostering open and inclusive dialogue can lead to a dysfunctional team. In <a href=\"https:\/\/www.shortform.com\/app\/book\/the-five-dysfunctions-of-a-team\/1-page-summary\"><em>The Five Dysfunctions of a Team<\/em><\/a>, Patrick Lencioni writes that dysfunctional teams\u2014ones that fail to achieve commitment and lumber from one non-decision to the next\u2014often develop when team members fear the kind of conflict and disagreement that Kotter encourages. When teammates haven\u2019t had the opportunity to hash out disagreements through productive, ideological debate, they feel that their ideas haven\u2019t been given proper consideration. It\u2019s also harder to make any decision when you haven\u2019t considered alternative points of view. If people feel that better alternatives haven\u2019t been explored, they\u2019ll be reluctant to move forward with a decision. The result is a lack of commitment\u2014ambiguity about goals and confusion regarding individual responsibilities.)<\/p>\n","protected":false},"excerpt":{"rendered":"<p>How can you effectively communicate your vision of change to your employees? What things should you avoid when you&#8217;re communicating the vision? According to Kotter, once you\u2019ve developed a sense of urgency, assembled a credible and empowered coalition to lead the change effort, and articulated a clear vision that can anchor every decision and action taken within the organization, you\u2019re ready to sell the change project to the broader organization.&nbsp; Continue below for tips on how to communicate your vision for change.<\/p>\n","protected":false},"author":8,"featured_media":31371,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[45,29,34],"tags":[534],"class_list":["post-54585","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business","category-career","category-communication","tag-leading-change","","tg-column-two"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v24.3 (Yoast SEO v24.3) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>John Kotter: How to Communicate the Vision for Change - Shortform Books<\/title>\n<meta name=\"description\" content=\"Step 4 in John Kotter&#039;s 8-step change model is to communicate the vision with your organization. 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