This document discusses innovation, change, and transformation in organizations. It defines each concept and explores the overlaps between them. Innovation involves new ideas that add value, change can be positive or negative, and transformation is holistic and creates something entirely new. Effective communication is key to successfully implementing innovation and managing change and transformation, which involve overcoming resistance and uncertainty. Models of the change process and strategies for communication during change are also examined.

1. An Analysis of Communication of
Change, Innovation and Transformation
Tindi Stephen & Braima Rose || CMS, UEW

2. Presentation Outline
 Definitional overlaps
 Innovation
 Theories
 Communication and innovation
 Change
 Models
 Strategic communication in change
 Transformation
 Thoughts and processes
 Communication in transformation
 Conclusion and references

3. Of Innovation, Change and Transformation
 All organizations irrespective of size or nature need
the right injection of innovation, change and
transformation in order to survive.
“I am convinced that if the rate of change inside an
institution is less than the rate of change outside, the
end is in sight”.
John F. Welch- Former G.E. Chairman &CEO

4. Definitional and Concept Overlaps
 Innovation is the process of making changes, large and
small, radical and incremental, to products, processes,
and services that results in the introduction of something
new for the organization that adds value to customers
and contributes to the knowledge store of the
organization. (J. Fagerberg, 2000)
 Transformation is the creation and change of a whole
new form, function or structure. To transform is to create
something new that has never existed before and could
not be predicted from the past. Transformation is holistic
and involves changing the organization in its entirety
(Daszko & Sheinberg, 2005)
 Change is a situational phenomenon that may
sometimes be temporary. It refers to any ‘newness’
element and could be interim measures pertaining to any
aspect of the organization.

5. Untangling the Mesh..
 Change must have some degree of desirability and
intentionality to be called innovation.
 Whereas change can be positive or negative,
innovation must add value (positive)
 Change must be holistic to be called transformation
 Meanwhile;
 The terms are used interchangeably
 The terms can be used in association;
Innovative change,
transformative change

6. Innovation
 This involves acting on the creative ideas to make
some specific and tangible difference in the domain
in which the innovation occurs.
 Innovation, like many business functions, is a
management process that requires specific tools,
rules, and discipline; among them is effective
communication.

7. Types of Innovation
 Incremental innovation
Innovation is improved on gradual incrementing and regular
degrees. EC and improvement in election administration
 Radical innovation,
 Innovation carried out from the root or base of a product
or services. This innovation may be demand driven
based on market requirements or social needs, or
supplier driven due to new technological possibilities.
MTN in Nigeria
 Disruptive innovation
Innovation that disrupts an existing market. It is also an
innovation that causes a new and unexpected market
through the application of a different set of values. EG:
UT, lone in 48 hours, phone for loan

8. Understanding and Communicating
Innovation
 Diffusing Innovation
Diffusion is “the process in which an innovation is
communicated through certain channels over time
among the members of a social system” .(Rogers,
1983)
 Diffusion is a kind of communication
Components of diffusion
 Innovation; the new thing/ idea to be adopted
 communication channels; media
 Time; Period of diffusion
 Social system; context, set of interrelated units

9. Innovation Decision Process
1. Knowledge,
2. Persuasion
3. Decision,
4. Implementation, and
5. Confirmation.

10. Predictors of Rate of Innovation Adoption
 Relative advantage – apparently better than what
was previously used
 Compatibility – consistency with believes and
personality
 Complexity – ability to decipher and use new idea
 Trialability – opportunity of experimentation
 Observability – visible benefits
These characteristics predict the rate of adoption of
innovations and the speed of adoption is relative

11. Adaptor Categories
 Innovators – ready and willing to accept new ideas
but could face adverse consequences of innovation
(gate keepers)
 Early adopters – careful adopters (likely to be
leaders)
 Early majority – early to be convinced and have
networks but not leadership influence
 Late majority –They are skeptical, adopt a wait and
see attitude but eventually buy into the innovation
idea
 Laggards – have traditional or conventional views
and are most skeptical about innovation. They take
the longest time to adopt innovation if at all

12. Innovation Curve (Adopted from Rogers,
1983)

13. Innovation Agents
 There are communication agents in the innovation
process referred to as of intermediaries or boundary
spanning agents.
 boundary spanning agents are individuals who are
strongly linked internally and externally and can both
gather and transfer information from within and
outside their work units.
 They are communication stars that effectively
communicate widely within their work unit, across
work units and outside their organisation. Boundary
spanning agents are able to act as translators,
brokers or mediators.

14. Significance of Communication in Innovation
 Innovation does not happen spontaneously. It is
gradual and should be supported and sustained by
effective communication
 Innovation usually needs more than one person,
department s and units to achieve (cooperation).
 The outcome of innovation can be uncertain and
breed organizational anxiety

15. Using Communication for Successful
Innovation
 Analyze the innovation adoption behavior before a
communication strategy is proffered.
 Ensure through effective communication that the
people involved see a clear advantage in the
adoption of innovation.
 Relate the innovation to the existing values and
experiences of staff and general organizational
culture. Communicate well with staff, make the
change as easy as possible to understand and use;
allow people to try the change step-by-step, making
adjustments as they go.
 Communicate clearly every step of the innovation
process but avoid information overload

16. Evidence of Communication in Innovation
The interest in communication has stimulated the
emergence of new (applied) academic disciplines
such as;
 Agricultural Extension Studies
 Health Education/Public Health Education)

17. Change
 Organizations can only institute a change program
when employees who are involved in the program
understand and have confidence in its value.
 Effective change rides on the back of clear/ strategic
communication

18. Thinking Change…
Kurt Lewin in 1947 introduced a
three stage theory of change
(Force-field Analysis)
Change is a journey rather than a
simple step. This journey may
not be simple and may involve
several stages of
misunderstanding before people
cross to the other side.

19. Stages of Change Identified by Kurt Lewin

20. Limitations of Lewin’s Model
 The final stage (refreezing) suggests that the stage
is static, this defeats the description of change as a
continuous process.
 The logic of the model takes into account only
organizations that are in a situation or problem that
require changes but not those already working well
and wish to perform better.
 The model is deceptively simplistic

21. The John Kotter Model of Change

22. Criticism of the Kotter Model
 The main problem in all eight stages proposed by
Kotter is changing people's behavior, not strategy,
not systems, not culture. These elements are
extremely important, but the core issue is the
behavior - what people do and that is how they need
to be changed significantly.

23. Other Models of Organizational Change
 Natural change: The flow or succession of
institutional life cycles. ie; Start up, expansion,
capitulation
 Planned change: The organization itself decides to
alter the way it does business or some aspect of its
operations due to competition, or need for efficiency,
in response to a problem among others. - Miller (2002)

24. Challenges of the Change Process
 Ownership tension
 Resistance
 Uncertainty
These can be addressed through effective
communication
Employees prefer negative information on upcoming organizational change to no
information

25. Communication in Change
 Communication must be featured prominently in the
change planning process
 Different channels of communication must be used.
 Speak to the right people but avoid the ‘tunnel vision’
trap
 Research and identify effective strategies suitable for
communication
 Involve workers in the change process as much as
possible (openness)
 Employees would certainly try to understand the
change process on their own by seeking information
and discussions. Feed their quest with the right
information.

26. Change Communication Strategies
 Spray and Pray – give the information and hope it
would be sifted by employees
 Tell and sell – give out only what management
considers relevant
 Underscore and explore – give out basic information
and give employees the freedom to fathom the
puzzle
 Identify and rely – wait on the concerns of workers
and address them appropriately
 Withhold and upload – withhold information as much
as possible, upon confrontation with questions and
rumors, uphold the party line (Official position)

27. Transformation
 Often, people confuse transformation with any kind
of change, technology breakthrough, innovation,
process improvement or transition. However, few
changes are truly transformational-(Daszko &
Sheinberg, 2005)
 While all transformation is change, not all change is
transformation.

28. More on Transformation
 Organizational
Transformation takes
place when people
managing a system
focus on creating a new
future that has never
existed before, and
based on continual
learning and a new
mindset, take different
actions steps from what
was done in the past.
Butterfly undergoing transformation

29. More on Transformation …
 Transformation occurs through a system of continual
questioning, challenging, exploration, discovery,
evaluation, testing, and creation of an organization’s
management theory and application; beginning with
the realization or revelation that the organization’s
current thinking /management style is
incomplete/flawed.

30. The Transformation Process
 Awakening_ Realisation
 Intention _Decision
 Action _Dispel fear or uncertainty and go all out for
the next big thing.
There is so much uncertainty in transformation
Transformation requires cooperation and
communication in this period must be clear, strategic
and informed by research.

31. Conclusion
 “There is nothing more difficult to plan, more
doubtful of success, nor more dangerous to
manage than the creation of a new order of
things.”
Niccolo Machiavelli
The Prince (1513)

32. References
 Beckett, R. C. & Hyland, P. (2009). Effective Communication In Innovation Processes.
CI Net Journal 978-90-77360-12 (5)
 Crawford, C. B. (2001) Leadership And Innovation : champions And Techies As Agents
Of Influence. Paper Presented to the Association of Leadership Educators 2001
Conference Review Committee, America
 Daszko, M. & Sheinberg (2005). Survival Is Optional: Only Leaders With New
Knowledge Can Lead the Transformation
 Glor, D. E. (2001) Key Factors Influencing Innovation In Government The Innovation
Journal: The Public Sector Innovation Journal Volume 6 (2), 2001
 Kotter, J. P. (1995) Leading Change: Why Transformation Efforts Fail. Harvard
Business Review.
 Linke, A & Zerfass (2011). Internal communication and innovation culture: Developing
a change framework. Journal of Communication Management 15 (4) 2011 332-348
 Roggers, E. M. (1983) Diffusion of Innovations. Third Ed, Free press, America
 Sahin, I. (2006). Detailed Review Of Rogers’ Diffusion Of Innovations Theory And
Educational Technology-related Studies. The Turkish Online Journal of Educational
Technology. 5 (2)
 Miller, K. (2002). Organizational Communication, Approaches and Processes. Fourth
Edition. Thomson wadsworth.
 Weick, K. E. & Quinn, R. E. (1999) Organizational Change And Development. Annual
Review Psychology 61-–86