Cascade communications
Cascade communications work by sending messages down the chain from senior executives or Executive Board to senior managers. They in turn pass the message to their junior managers and then through every layer of management through to the workforce. Research shows that staff like to receive information via their managers, this approach utilises that personal approach.
Problems
- Needs to be done quickly or it can lead to problems in message delivery
- Often senior managers want to give too much information
- Message can become corrupted as it is passed on
- Only as good as the managers delivering the message
- Can suffer from managers refusing to give the message or holding on to information – the ‘need to know’ or power syndrome
- It will leak, out so if market sensitive be aware that it won’t stay within the organisation
- Can be time consuming
- Can be difficult over a multi-site or international organisation
- Only works if senior executives buy in to the system.
Method
- Senior managers or Executive Board meet to discuss the messages they want to see broadcast throughout the organisation
- These are then discussed with the internal communications team (or HR) and the messages developed
- Senior managers then call together all their direct reports and brief them, this process of reporting down occurs until everyone in the organisation has received the message
- Meetings should last no more than 20 – 30 minutes. If they are longer including feedback, questions and discussion then there are too many messages or the messages given are too complicated.
Safeguards
- Train managers in how to receive and pass on messages
- Deliver the message quickly i.e. not more than 48 hours from start to finish
- Limit information to one or two very important organisation wide messages; do not send too many messages as this leads to confusion and information overload
- Ensure that it is a two way process; those receiving the messages should be able to ask questions, provide feedback and get answers
- Measure and monitor the process to ensure that the message doesn’t become corrupted. This can be done through staff surveys and through random testing during the process
- Once the message has been delivered via the cascade system then use other communications methods to reinforce.
Developing the message
- Should be part of a planned and integrated communications strategy and not random information decided by a committee on a whim
- Should meet the crucial tests of ‘what is the message, is it clear and relevant?’, ‘why do we need to pass it on?’ and ‘what will it mean to them?’
- Ensure that the information is carefully worded and is not open to misinterpretation
- Make it relevant to the whole organisation and wherever possible make it strategic
- If it is in a crisis situation then be as open and honest as possible.
Some practitioners have abandoned cascade communications because it is imperfect. However, if it is carefully thought through and is part of a wider internal communications package then it can be used effectively.
Training of managers is, however, an essential precursor. They should understand the importance of relaying the message as accurately as possible. Managers need to be trained in and practice active listening and in asking questions so that they fully understand the importance of relaying the message correctly. It should also be made clear to them that they do not have the right to withhold information from their teams/direct reports.
At least one practitioner has recommended a slightly different approach which is called Grapevine communications. The methodology is to link into the internal rumour factory.
The suggestion is to identify the key players in spreading rumours, identify one or two and then give them the information indirectly. There are suggestions that this has worked in some areas and that it was both speedy and efficient because of the way in which rumours are spread. This may be apocryphal and we would be interested to hear if anyone has tried this approach. The danger, of course, is that the messengers will put their own ‘spin’ on the message.
Another view that is held by some practitioners is that it is better to use the cascade system to trickle down information from senior to middle management. Whilst supervisors or team leaders of front line staff are spoken to directly in small groups.
There is some rationale to this approach (but only for big announcements) because research shows that people like to receive information from their immediate line manager rather than some distant senior executive. Nevertheless, you should be careful that you don’t end up alienating your middle and senior managers in the process.
There is a big difference between knowing the theory and making it happen. For help in implementing your communications practices email us now.
