Avoid under-communicating when sharing information about a non-routine and complex organizational change. Change initiators often share limited information because they may inaccurately assume that their audience has the necessary knowledge and they underestimate the impact the change will have. For example, computer programmers upgrading software may limit communication about the change because they view it as relatively minor. The user may view it as a more complex change, therefore requiring more information.

So what?

Communicating requires a receiver-orientation rather than a sender-orientation. Employees are more likely to “buy in” to change when they feel that adequate information has been provided.