In this lecture professor Roloff outlines challenges and best practices for influencing decision makers to adopt new policies that affect organizational performance. As Roloff points out, upper-level decision makers have busy schedules and a broad view of operations that is removed from day-to-day operations. The challenge for “issue sellers” is to effectively present the change initiatives in a way that ties proposals to the key concerns of stakeholders (e.g. profits, market share, company image), is considerate of the targets (upper management and front line personnel) and to the timing of presentations. Roloff concludes that the best messages demonstrate significant problems and their impact, solutions that require minimal resources, and solutions that would not impact other organizational units.
This presentation could not have been more universal. In my organization there are several departments working together that are led by different managers with varying priorities, and disparate levels of hierarchy. As a front-line employee I am empowered to communicate informally across silos for the purpose of improving operations or business outcomes. But when priority mismatches occur that affect organizational performance our situations quickly become a matter of issue selling. While Roloff’s presentation addresses the challenges of middle managers, I often find myself taking the same approach with my own managers. Finding the appropriate time to get their attention, having to demonstrate the impact of problems beyond personal inconvenience, and offering solutions that require minimal resources. In general, my biggest challenge in deciding to present a case for change is politically vulnerability. Image counts for more in my department than it may in other organizations, if only because we have such a small team.
LO 2: Demonstrate the ability to assess complex organization environments and achieve communication goals.
LO 4: Apply communication-centered scholarship to strengthen communication effectiveness.
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