We communicate changes, but people say they did not know. What is missing?
Broadcast without confirmationFor important changes, verify understanding and required action rather than relying only on sending a message. Use the channels and timing appropriate to the affected groups.
What to do now
- Identify who must act differently
- Explain the practical change and effective date
- Request acknowledgment where proportionate
- Check the change was understood in practice
When to escalate
Escalate when
Lack of awareness could cause harmful or irreversible action.
Who decides
The stakeholder decision owner and project sponsor
Example
A revised cutover time is confirmed with each action owner rather than announced only in a general newsletter.
Mistake to avoid
Treating an email delivery receipt as proof of understanding.
Prevent a repeat
Check stakeholder understanding at important decisions rather than counting messages sent.
Suggested ApprovedFlow setup
- Projects
- Documents
- Approvals
Keep stakeholder decisions and supporting records with the project and assign follow-up actions to named owners. See the platform
Related cases
- A rumor is spreading that the project will eliminate jobs. What should we say?Unaddressed change uncertainty
- A new executive joins halfway through and challenges the direction. What should we do?Leadership transition misalignment
- People implement changes before approval. How do we regain control?Unauthorized baseline change
- How do we know a technical project is ready for handover?Incomplete technical transition