Building a Solid Foundation for Change Communication

When organizations go through change, communication plays a crucial role. Depending on the chosen approach—or the “change color,” as I describe in my book Change Communication—different types of communication can be applied. But what’s the minimum you need to truly bring people along? The answer lies in a communication mix that fulfills five essential functions: informing, involving, making sense, learning, and reinforcing. Only when people know what’s happening, feel heard, understand what it means, are supported in adopting new behaviors, and are recognized for their efforts can lasting change take root.

TL;DR – The short version

Effective change communication is about much more than sharing information. A strong foundation includes five functions: inform, involve, make sense, support learning, and reinforce. This way, people don’t just understand what’s changing, but also what it means for them, what behavior is needed, and how they can sustain it. Core tools like a kick-off event, intranet (with visuals, FAQs, and the change story), and a newsletter—together with support tools for managers—form a communication mix that makes progress possible and lasting.

What does a strong communication mix contribute?

1. Inform – making sure people know what’s going on

A solid information base is essential. People want clarity on what’s changing, why, and when. A compelling change story is a must. Regular updates through the intranet, newsletters, or project pages create visibility. Infographics, dashboards, or short video messages from project leaders make it even more tangible. Practical tools like FAQs can take away a lot of uncertainty. Together, these build the foundation for real engagement.

2. Involve – making sure people feel heard and responsible

Information alone won’t spark engagement. For that, interaction is key. Dialogue sessions, feedback groups, or quick polls allow employees to share ideas and concerns. Storytelling by colleagues who’ve already experienced change builds connection and recognition. And when people can actively take part in pilots or trainings, they start to feel co-owners of the change.

3. Make sense – helping people understand why and what it means

Resistance often arises when the story feels too abstract or when the “why” is unclear. Strong communication provides meaning: Why this direction? What does it mean for our team, for me? Managers play a key role—not just by telling the story but by opening up conversations. Metaphors, visual storyboards, or customer journeys help make the bigger picture relatable. Reflective methods like peer learning or team dialogues can support people in processing the impact.

4. Learn – supporting new behaviors (and unlearning the old ones)

A change message on its own won’t shift behavior. People need time, space, and practice. Communication can highlight available trainings and workshops, but it can also directly support learning by offering how-to videos, practical tips, exercises, or on-the-job coaching.
Equally important is naming old behaviors that no longer serve—and why. One creative approach is a “museum of old habits,” where the organization explicitly says goodbye to what no longer fits. This provides clarity about what’s expected and what’s no longer acceptable.

5. Reinforce – strengthening and sustaining the new behavior

Change only sticks if people keep it up—and that happens when they see it works, it’s appreciated, and others follow suit. Communication supports this by celebrating successes, sharing positive examples, and expressing recognition. Show people they’re not alone. Celebrate the small wins. Repeat the message. Stay consistent—even when attention shifts elsewhere.

The top 3 core tools in the communication mix

Every change journey is unique, but in practice three tools almost always prove indispensable.

First is a well-designed kick-off—a moment to powerfully launch the change story, set the tone, and involve people personally.

Next is the intranet as a central hub, featuring the change story, visual overviews, FAQs, and progress updates.

Finally, the newsletter provides rhythm, keeping colleagues activated and up to speed.
Add to that tailored support for managers: conversation guides, Q&As, or team meeting formats that help them fulfill their vital communication role.

A strong, recognizable communication mix

Effective change communication takes more than a one-off message or an inspiring kick-off. It requires rhythm, consistency, and alignment with what people need at every stage of change. Whether through intranet, newsletters, team dialogues, or pilot projects, the goal is always to communicate consistently and with a human touch.
A good communication mix includes ways to inform, to listen, and to spark dialogue. And even better: to let people experience the change themselves.

Equally important are recognizable faces. A spokesperson, project leader, or ambassador can embody the change and build trust. The tone and style should match your culture. Not every organization needs big, lofty words—sometimes a down-to-earth, direct approach is far more powerful.

Step by step, this is how you build a communication mix that doesn’t just inform, but motivates, activates, and helps people sustain the new. Exactly what any change needs. You can further tailor this mix with the help of the “change colors”—you’ll find more about that here.

Huib Koeleman