Change Communications

This page outlines how UAS services approach change communications, within the wider UAS Communications protocols

Why do change communications matter?

There is currently significant change taking place across the University, as Oxford evolves digitally and more broadly. UAS services are often at the forefront of delivering this change, working with staff and students across the collegiate University.

Ensuring an effective change communications approach helps deliver and embed change supporting Oxford’s research and education ambitions.

Please note that change communications is a specific part of ‘change management’. There is a wealth of information about change management available online, as well as through the University’s Change Community Forum.

How we approach change communications

The following are key principles we adopt when considering change communications. They can be used regardless of the size or impact of the change.

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Change is more successful when people understand why it is happening and the desired outcome—what it will look and feel like. 
 
We always communicate the rationale for change, how it supports the organisation in the long term and how it benefits people. We also explain how changes align with Oxford’s academic and research priorities.

We think about the impact on the individual and what is being asked of people.

The impact of change varies for different people. Responses can depend on how directly individuals are affected.

We segment audiences where appropriate and tailor messages accordingly. This may include providing toolkits or briefing materials for local leaders to support their teams.

We ask: What does this change mean for this person? Why should they care?

Change is a journey, and people move through it at different speeds. Some are quick to adapt, while others find it more difficult or unsettling.

The Kübler-Ross Change Curve is one model we use to understand how people respond. It reminds us that change isn’t just a one-off event or a single campaign. People often need time to let go of old ways, work through uncertainty, and adjust to something new.

The Kübler-Ross Change Curve is one model we use to understand how people respond.

We think carefully about how different audiences might be feeling at each stage of that journey, and we tailor our communications to meet them where they are (see section below). 

Often, individuals are helped along the change curve by their line managers and supervisors, which means that focusing on engagement with managers can play an important role in supporting change.

Remember that communicators and project teams are often further along that curve than other colleagues, and it is important to engage at the stage that audiences are at. 

Our goal is to provide clear, consistent, and supportive messaging that helps people move forward with confidence.

Change takes time to achieve. As such we plan and refine the approach with the end goal always in mind.  

We communicate the change in bite-sized, easy-to-understand segments throughout the change journey, adapting the message as the change progresses. 

We use the following tools to support our planned approach:  

  • ADKAR: A framework for understanding where on the change journey our stakeholders are, and the support they need to adopt the change 
  • OASIS: A framework for delivering campaign communications to support change – focused on an audience to engage and take a specific action 

Effective change communications requires time and resource investment. We work with leadership teams to ensure appropriate resourcing is in place to support our planned activities.

People make decisions with both their heads and their hearts. We use storytelling to show how the change reflects our shared values and goals. This emotional connection helps people engage with the change on a personal level—before we move on to sharing the facts, steps, and instructions they need to take action. 

We also use a model called B-Comms (where appropriate) to support behaviour change by focusing on three things: 

  • Motivation – What are the positives of the change? What will make people want to get involved or do things differently? 
  • Capability – We signpost to the right resources, training, and support so people can build the skills and confidence they need. 
  • Opportunity – We explain how the environment is changing to support the new ways of working, and show that barriers are being removed

Change communications work most effectively when leaders are visible. 

In an Oxford context, it is particularly important that academic leadership of initiatives is clear and that this is visible - particularly when the change relates to academic and research activities. 

When leaders talk about and support the change, people are more likely to pay attention and get on board. We encourage leaders to:

  • Set an example
  • Celebrate progress
  • Keep explaining the purpose
  • Speak up regularly

Insights and feedback are the lifeblood of change communications.  

We don’t just send out messages—we listen too. Good communication is a two-way process. We make space for people to ask questions, share concerns, and tell us what’s working or not. 

Feedback helps us understand how people are feeling and whether messages are landing the right way. It also helps us spot gaps and adjust our plans so communications stay useful and relevant throughout the change. 

Here are a few examples of how we do this: 

  • We build in feedback from the start – by agreeing what success looks like and how we’ll measure it. 
  • We run surveys and polls – before, during and after the change to check understanding and track progress. 
  • We use quick tools – like quizzes or short polls in newsletters and Teams to get a feel for how people are responding. 
  • We join meetings and events – to hear directly from teams, provide updates, and answer questions. 

Suggested resources

  • Bridges, W. (2009). Managing transitions: Making the most of change (3rd ed.). Philadelphia, PA: Da Capo Press. 
  • Government Communication Service. (n.d.). OASIS campaign planning model. Retrieved from https://gcs.civilservice.gov.uk/ 
  • Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Broadway Books. 
  • Kübler-Ross, E. (1969). On death and dying. New York, NY: Macmillan. 
  • (Note: The Kübler-Ross Change Curve is adapted from this foundational work.) 
  • Michie, S., van Stralen, M. M., & West, R. (2011). The behaviour change wheel: A new method for characterising and designing behaviour change interventions. Implementation Science, 6(1), 42. https://doi.org/10.1186/1748-5908-6-42 
  • Prosci. (n.d.). ADKAR model: A goal-oriented change management framework. Retrieved from https://www.prosci.com/methodology/adkar 
  • Sinek, S. (2009). Start with why: How great leaders inspire everyone to take action. London, England: Penguin. 

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