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Furthermore, Responded A explained that their organisation is small, and they have a flat structure which makes communication easy because the message does not have to pass through many layers. Similarly, respondent C also added that the organisation is small, and it is relatively easy to put the message across. The majority of respondents suggest that the communication of change is effective and efficient in the company considering the absents of many layers and a tall structure, therefore feedback reaches management faster as employees are given the platform to give input.
Additionally, respondent B pointed that communication of change is a two-way process, whereby leadership engaged employees regarding change and they also get employee’s feedback. Respondent B further stated that, written, verbal and policies are part of communication methods among other things.
The use of WhatsApp as a communication tool for change was supported by respondent A who stated that they decided to call an exco meeting a WhatsApp meeting to ensure everyone is part of the discussions. In addition, respondent G also explained that the use of WhatsApp makes it easy to communicate in the company. In addition, respondent C’s viewpoint also supported the use of informal communication as he pointed out that, they hold very informal management discussion. Moreover, respondent G stated that informal communication makes it easy to communicate.
This is supported by the view of responded A who pointed out that, their approach is not bottom-up or up down, but to do a flat approach so that everybody’s opinion is as important as the next person, and in some areas the leadership is taken by for example the Analyst. Furthermore, respondent A, B, C, E, and F agreed that change is communicated by engaging staff to get their input about change.
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adopted a culture of comprehensive communication to inform employees about the purpose of change, its importance and how it benefits everyone. The study by İkinci (2014) suggests that, when the change process begins, it is very critical to get employee’s buy-in and ensure they believe that change will benefit them, and it is at this stage where leadership plays a fundamental role. It is therefore crucial for leaders to present captivating and irresistible reasons for change and create a common goal that will encourage employees to embrace change and work towards achieving set goals (Caulfield and Senger, 2017).
In addition, the study revealed that, as far as change is concerned, leadership embarks on an extensive change campaign through communication, engaging all employees to buy-into the idea of change. The approach of leadership is such that they open a channel of communication through discussions and forums to help employees understand the proposed change and allow them to give their feedback and contribution around change.
It is further argued from the perspective of the study that leadership is central to the achievement of buy-in and employee engagement and that is it how leadership ensures everyone is on board and that they are part of the change. This line is supported by the second step of Kotter (1999) eight-step change, which suggest that, leaders who have been entrusted with the power to lead change should deal with barriers and communicate change to the whole organisation and develop a clear vision for change. The group of leaders who are tasked to champion for change should also have high expertise and the ability to lead the change in order for them to earn the trust from organisational members.
It is also the suggestion in the study that the organisation under investigation developed a strong culture of getting things done through discussion, engagement and inclusivity that is to say, they consider the interests of employees and listen to their views to reach consensus on issues that arise with regard to change. The research further revealed that the leadership at Riskflow Group have a culture of empowering employees and they also try as far as possible to make employees feel that they have core-ownership of the company. This approach is similar to the one in the study by who suggested that servant leaders have a unique approach to change management whereby they use their ability to persuade followers to buy-in and accept change through continuous engagement.
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In addition, it is also evident from the study that the organisational leadership value the employee’s contribution and input to the company as they involve them in everything particularly change management. Furthermore, the study established that leadership from the company under investigation under that employees are a fundamental resource of the organisation particularly during change. This view is evidenced by the fact that leadership involved staff in all important issues affecting the company and seek to get their feedback on issues relating to change. Zafar and Naveed (2014) argue that involving employees in the decision-making process enables them to add their invaluable contribution and motivate the sense of ownership among them.
In addition, the findings reveal that, buy-in is a driving force behind change and that lack of buy-in may create resistance to change. Additionally, to the inclusive approach encourages and promotes transparency as employees are well informed of the purpose of change, and the leadership also included them in the whole change process. The study revealed that leadership initiates buy-in by continuously engaging staff and communicating through meetings, discussions and informal forums and also listening to the views and input to get their committed to change. It can be argued based on this study that the effort by leadership to get buy-in as the findings suggest demonstrates the leadership’s commitment to change. Additionally, in order for leaders to get employee’s buy-in to change, Venus et al. (2013) suggest that, leaders use their ability to communicate and connect emotionally by creating clear and attractive mental graphics or picture of the future and convey a message that connects and create hope for subordinates
The respondents shared the same viewpoints on the importance of getting employee buy- in during change. In addition, respondent A described employee buy-in as the most important way to handle change management. Additionally, respondent A explained that as far as buy-in is concerned, employees should believe in the new direction of the organisation. Moreover, respondent A further emphasised that, if leadership cannot get the buy-in change may fail. Additionally, responded B also pointed out that it is important to get buy-in whatever the organisation intend to achieve because buy-in is the driving force to get the full cooperation of staff. In addition, respondent B explained that buy-in is
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achieved through engagements with employees. Respondent C also added that the important part in implementation is that everybody is involved and must buy-in towards the specific change. In addition, respondent E stated that one of the most important things in change management is getting buy-in and to understand the reason behind the change, employees need to be fully on board with the change. In addition, while, respondent F emphasised on motivation of employees and getting them involved in change responded D explained that employees should be able to trust leadership to get them committed to change and respondent G pointed that to get buy-in leadership need to explain to employees the benefit of change, for instance, the outcome of change is growth both from the company’s perspective and for employees as well. It is arguably clear that the respondents share the same viewpoint that employee buy in to change is significantly important for change to be successful.