Group Communication and Staff Engagements

Group Communication and Staff Engagements

In the provided scenario, the staff members expressed their dissatisfaction with the engagement with the committee. This suggested a lack of readiness to change. There are various reasons why staff may have limited engagements. Staff engagement is essential in implementing and effecting change at the organizational level. Identifying the need for change and implementing the change systematically is required in this scenario.

Barriers to Staff Engagement

The staff members are key stakeholders in the success of the functional operations of the organization. Some of the factors that might have limited the staff engagement in this scenario are lack of experience from the staff’s side, delayed communication from the committee, and lack of motivation among the staff. Communication is vital in improving stakeholder engagements because it keeps all parties informed about an organization’s common goals and operations.

Motivated staff often seek to engage administrators and other staff about organizational operations and collaborates with others to meet their goals. Compensations are usually a key source of motivation for staff members (Amano et al., 2021). Rewarding employees for the value of the work done motivates them. Lack of staff experience limits their ability to fully participate in organizational activities and their engagement in the change process.

Overcoming the Barriers

Communication, conciliation, and compensation are some of the vital strategies that can be used to overcome the aforementioned barriers. Communicating promptly and following up on the communication keeps the staff participation active. Conciliating home and work life enables them focus on organizational projects and change process (De-la-Calle-Durán & Rodríguez-Sánchez, 2021). Compensation for overtime and additional work done motivates them to participate in organizational processes.

Of these strategies, communication that is timely, accurate, and objective remains paramount. Additionally, providing staff members with confidence by ensuring an enabling environment, both physical and psychological, encourages encouragement and participation.

Need for Change and Sources of Data

Assessing the need for change is essential in planning the process of change management. It gives the committee the reasons as to why and how the change is to happen. Direct methods of assessments through committee enjoyments enable the committee to acquire a primary source of information from the ultimate change implementers. However, it might be relatively time-consuming. Staff members can resist change due to various reasons.

Some of the common reasons include but are not limited to lack of confidence in the need for change, poor communication and the change plans, and shorter timelines for change. Change might also mean loss of job or reduction of income to the staff members. Therefore, there can arise a conflict of interest. The committee in the scenario would depend on credible data sources for change planning and implementation.

Standards of practice are usually derived from practice guidelines and may provide tertiary data for change implementation (Greenwell & Salentine, 2018). However, they are not dependable as they may not reflect the actual information from the target audience for a change.


The committee is facing a lack of engagement due to poor communication, demotivation, lack of confidence, and limited experience. Ensuring conciliation, confidence, proper communication and compensation would encourage committee participation. Resistance to change could arise from conflicting interests with employee goals, lack of communication, or lack of confidence in the change. Therefore, determining the need for change is important for change planning and implementation.


Amano, H., Fukuda, Y., Shibuya, K., Ozaki, A., & Tabuchi, T. (2021). Factors associated with the work engagement of employees working from home during the COVID-19 pandemic in Japan. International Journal of Environmental Research and Public Health18(19), 10495.

De-la-Calle-Durán, M.-C., & Rodríguez-Sánchez, J.-L. (2021). Employee engagement and wellbeing in times of COVID-19: A proposal of the 5Cs model. International Journal of Environmental Research and Public Health18(10), 5470.

Greenwell, F., & Salentine, S. (2018). Health information system strengthening: Standards and best practices for data sources. Chapel Hill, NC, USA: MEASURE Evaluation, University of North Carolina.