Communication, change and uncertainty

Change and uncertainty can affect mental health in your workplace

Change and uncertainty in the workplace can be challenging for managers and workers. 

Change may be caused by

• internal factors e.g. growth or downsizing of an organisation, organisational restructuring, a takeover or merger, a dissolution of a business, leadership change
• external factors e.g. COVID-19 pandemic, global financial crisis, natural disasters (e.g. flood, bushfire, drought).

Uncertainty and change can be associated with a lack of role clarity or poor organisational change management, both of which are psychosocial hazards that can affect mental health in the workplace. It is common for uncertainty and change to make people feel overwhelmed, scared, sad, confused or angry. 

Change and uncertainty can affect motivation and productivity, because it is difficult to get things done when you are worrying about job security or your future. 

The importance of communication during change and uncertainty

Employers have legal obligations to consult workers about major changes in the workplace, and they have a duty under work health and safety laws to consult workers about anything that may affect their health and safety. 

Effectively navigating change and uncertainty requires clear communication from management. It is important that management reflects a united and consistent stance throughout significant change. 

Other tips for managers leading through change and uncertainty include:

• Involve workers in the change process. Encourage discussion and dialogue about changes. Be open to feedback and suggestions. Consider comments and suggestions and respond promptly. 
• Provide a clear explanation of the situation, the need for change and vision for improvement. And be willing to adapt as the situation evolves. 
• Be compassionate, but do not make the situation sound better than it is. The desire to alleviate people’s anxiety is understandable, but you can come across as untrustworthy or ill-informed.
• Model the behaviours you expect of others e.g. 
  • Focus on the positives and peoples’ capabilities.
  • Stick to routines as much as possible.
  • Eat well, exercise regularly and get plenty of sleep. 
  • Offer support to others. 

Change and uncertainty makes everyone nervous. People feel better when they're involved in the decisions that affect them. And very often, they have good ideas. 

Communication is vital in managing change and uncertainty

The simple message for managing change and uncertainty is to communicate clearly, simply and often. 

Here are some tips on what to consider when communicating change:

• Plan how and when you will communicate as the situation evolves. People need to know what to expect in terms of how frequently and when they will receive information.
• Consider your audience and think about their perspective. Address their fears as much as you can. Explain the vision, plans, anticipated benefits and progress of changes.
• Be honest about what you do and do not know. 
• Chunk each message so workers can absorb it. 
• Reinforce common themes and messages. 
• Adapt communication strategies and messages as the situation evolves. 

You may not have all the answers immediately. If you don't know something, be honest about it. But find out and tell people when you know. 

Use the communication strategy that best suits your situation

You can communicate with people in many ways. Here are some options, along with the pros and cons.

Mass communications e.g. email, newsletters, webinars, video conferences

• Pros: They are cost-effective, efficient and scalable.
• Cons: They are impersonal, they do not facilitate 2-way conversation and messages may not get delivered (e.g. people may not read emails or newsletters, or attend webinars or video conferences).

Interactive communications e.g. online chats or discussion boards, telephone hotlines

• Pros: People can ask questions anonymously. They are scalable and facilitate 2-way conversation.
• Cons: They are impersonal, and can be costly and time intensive to run.

Face-to-face communications e.g. meetings, forums, information and training sessions

• Pros: Workers receive information directly from managers. They are personal and facilitate live Q&A sessions. 
• Cons: They can be time intensive. Management involvement may discourage worker questions.