Recommendations for Further Study

As stated previously, the scope of this study was limited, having only considered the nonverbal cues within small groups at lower ranks in the company. While this scope was intentionally chosen by the researcher, further studies would benefit from focus on the effect of nonverbal communication at higher managerial levels. No one higher than a first level manager was interviewed.

While nonverbal cues have an effect on team members and their immediate manager, the effects are potentially limited in regards to leadership. Those in high leadership positions often work more independently then lower-level managers. It is their responsibility to make decisions regarding change and flow out the information and they often work with a limited number of people on a daily basis. Not having constant access and interaction with team members severely limits the ability of others to understand their nonverbal cues, as well as limiting their own understanding of nonverbal cues during times of organizational change.

Morand (2001) notes that people skills help us build trusting relationships and effectively communicate with others, further research should examine nonverbal cues (and their lack) and the role that they play in communicating and navigating organizational change across high and low positions within the organizations hierarchy. People skills are developed through life and through our relationships with others. Understanding the levels of people skills including

nonverbal communication of each high-level leadership participant would provide deeper insight into the issues at hand. The identity of each participant is shaped as a result of their unique set of people skills – recognizing how those skills may be affected during times of organizational change is important.

5.3 Conclusion

While there are not many studies centered on nonverbal communication in the context of organizational change, there are studies focused on nonverbal cues and how humans utilize and understand them. Though limited in scope, this study has confirmed the findings of a number of those studies: people interpret the behaviors of others by recognizing body language and

The participant interviews uncovered areas that have not been explored before. Participants noted that coordination and working together encourages acceptance of change. They emphasized the importance of understanding one another and becoming familiar with each other’s communication cues. Through mutual understanding relationships grow stronger and acceptance during times of change becomes a group effort.

The introduction of unfamiliar communication cues and their effect on acceptance of change was something participants noted during the interviews. During times of employee and management transition new nonverbal cues are present. These foreign cues make it difficult for other team members to recognize the various aspects of change and therefore their acceptance wanes. Participants noted the importance of group coordination when working through personnel changes.

As the surrounding environment changes, individual identity must change. Results demonstrate that transcending change is imperative in order to maintain positive interpersonal relationships. The ability of people to work together to understand varying aspects of change within their organization is key to successfully navigating changes through time.

Though research is limited in regards to nonverbal cues during times of organizational change, participants were able to recognize the ways in which nonverbal communication affects them during these times. Of particular importance is management’s responsibility in ensuring their team appropriately understands change. If management cues do not line up with what the team recognizes, change is met with resistance. Through management guidance, barriers can be broken down. Recognition of one’s beliefs and understanding of nonverbal cues paves the way for acceptance of organizational change.

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Appendix A. Interview Questions

QUESTIONS FOR EMPLOYEES:

1) Has your work organization undergone change? In what ways – retention, physical location, process/procedural?

2) Explain how organizational change affects you. Are you open to change? Resistant to it? In what ways does change affect how you perform your job? Does it affect your job performance?

3) Describe the personality traits of your team. Are many people similar in personality or different?

4) Do individual personality traits change the way you respond to organizational change? Explain how the behavior of others during these times may affect your response.

5) Describe how you respond to nonverbal cues given by management and colleagues. Does their nonverbal communication alter your perception of organizational change?

6) The acceptance of organizational change can be dependent upon the flow down of information from leadership. Do you feel that leadership has successfully relayed information during times of change? If not, has that affected your individual response? QUESTIONS FOR MANAGERS:

1) In what ways has your organization undergone change? Have you noticed change more frequently in one area than others?

2) How do you guide your employees through times of change? Do you have particular processes or procedures that aid or guide you?

3) Explain the personality traits of your team. The differences and similarities and how they may promote or inhibit change.

4) Do you feel that flow down of information is successful in guiding employees through change positively? Is there a need to change the way information is presented?

5) Do you, as a manager, feel that nonverbal cues contribute to employees’ views of organizational change? How important are nonverbal cues on the reception of

organizational change?

6) Describe your managerial style, specifically in regards to organizational change. If style is different during these times, explain why you choose to manage this way.

7) Explain how you manage varying personality types. Do you rely on verbal or nonverbal communication as indicators of unique personal identifiers?