Module 1 Overview

Hello and welcome to Module 1: Leadership Communication in Times of Change (Lessons 1–5).

Throughout the next four lessons, we will discuss the contemporary world of leadership communication combined with the dynamics of continuous organizational change. Today’s leaders are faced with the daunting task of creating and supporting a fluid, responsive environment that allows for innovation and creativity. As we will discuss, effective and strategic communication is the essential component to fostering this inventive environment. Understanding the fundamentals of organizational communication will lead us to discussions about organizational structures, time management, audience traits, culture, and group work.

To gain a better understanding of change management, we will identify the triggers of organizational change and their implications. We will discuss the leadership role in adapting communication strategies based on the five critical messages leaders must address. Furthermore, we examine how leaders set the conditions for change and communicate effectively to various stakeholders. 

You will see individual and group activities that are integral to the learning environment and that count toward your participation grade in the course. Your contribution to the online discussions in Module 1 (and throughout the course) will allow you to demonstrate and apply the knowledge that you have learned. The instructor will actively review online discussions to help guide and add value to the learning process. However, your insights into, experience with, and understanding of the online discussion topics will be a fundamental aspect of this course. We look forward to your contribution to and active engagement in this learning environment.

Group activities are another consistent component of this course; they begin in this module. Teamwork is essential, as it allows for creative, innovative, and dynamic learning. The group activities in Lessons 1 and 2 will provide an opportunity for you to get to know your peers. Review your teammates’ OMBA personal introductions to understand and appreciate different behaviors and to begin developing a strategy for positive team interaction.

Please be sure to read all directions carefully. Be diligent about the consistency, quality, and frequency of your participation in the course.

+ Figure M1.1 Text Description

The Congruence Model highlights the inputs environment (pestel), resources, and history, as well as the internal components of leadership and tasks.

These components correlate to two additional charts, the Beckhard & Harris Gap Analysis and Stakeholder Analysis.

The Beckhard & Harris Gap Analysis begins with the following text: Why change? Determining the need for change. 

From here there are two options, either change vision which leads to define the desired future state, or dissatisfaction with the status quo, which leads to describe the present state. Arrows point from each of these options to each other, and another arrow points down to the next text box which reads: Getting from here to there: Assessing the present in terms of the future to determine the work to be done. Force Field Analysis: ID internal and external forces driving the restraining change. Weight each based on its relevance to the proposed change initiative (Lewin, 1951).

Another arrow connects this box with the following, which reads: managing during the transition state.

The other chart, Stakeholder Analysis, shows four colored quadrants within an x and y axis. The x-axis is labeled influence from low to high, and the y-axis is labeled power from low to high.

The low influence, low power quadrant is Monitor: inform. The low influence, high power quadrant is Keep Satisfied: Involve/engage. The high influence, low power quadrant is Keep informed: consult. The high influence, high power quadrant is Manage Closely: involve/engage/partner.