Video Response

Strategies to address governor’s actions and plans
To implement the governor’s actions and plans, it is vital to implement specific strategies
to fuel the change process to the problem at hand. First, I need to work with a change
management model. The most suitable in this scenario is Kotter’s change management model, as
it helps increase urgency in implementing change (Rajan & Ganesan, 2017). From the scenario,
the water distribution problem needs to be addressed immediately because of the potential threats
that may ensue. With Kotter’s change model, it is possible to initiate honest discussions with
employees to help them understand the gravity of the problem and convince them to assist in
resolving it promptly.
Additionally, I plan to empower employees through communication as I would explain
why the change is needed and take them through the necessary steps required to achieve the
change. It is vital to acknowledge that effective change management communication is essential
in explaining the need for change and employees’ roles in it. Notably, I would employ a two-way
communication method to collect the employees’ views about the change, which makes them feel
valued and actively participate in making it happen.
Critical communication issues and challenges
A critical examination of the scenario indicates communication issues between the team
members. One of the communication issues is the attitude, which is orchestrated by the failure of
management to inform employees of the change expected by the governor in good time. The
employees have difficulty working as a team because they feel the organization does not value
them as it failed to relay information about the change in good time, and thus they have a
negative attitude toward the water distribution project. Also, communication issues exist in the

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organization as one of the employees uses e-mails to despise the governor about the urgent
change that was not communicated earlier to them. The above scenario is an indication that there
are communication problems in the organization as it is wrong for an employee to send
disrespectful comments about the governor in e-mails.
Additionally, there is under-sharing of information between management and employees.
It is vital to acknowledge that management should ensure that they relay information about
changes to employees promptly through a two-way communication channel, which enables
employees to share their opinions about the initiative. Remarkably, employees should receive
information about changes promptly as they are responsible for the execution process.
Expectations for ethical discourse in team communications
Certain principles guide ethical communication, which promotes effective
communication between team members. First, I expect that team communication should be
transparent and honest. The management of organizations is expected to relay truthful
information to employees about a change initiative, including its purpose, demerits, merits, and
role in the initiative. It is vital to acknowledge that disclosing facts about a change initiative is
essential in winning the trust of employees. Additionally, ethical communication requires that
information is relayed to the affected stakeholders at the right time and place (Zamfir, 2021). For
example, the water distribution initiative should have been relayed to employees promptly to
enable them to prepare adequately for its execution. Also, communication between teams should
be non-judgmental. Management should communicate with the employees with no prejudices
and biases, making some employees feel neglected. To avoid misunderstandings and breakdowns
in communication, the information availed to employees should be unbiased at all costs.

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References

Rajan, R., & Ganesan, R. (2017). A critical analysis of John P. Kotter’s change management
framework. Asian Journal of Research in Business Economics and Management, 7(7),
181-203.
Zamfir, C. M. (2021). Workplace Orientation: Norms, Rules, Roles and Values as Principles of
Ethical Behaviour and Effective Communication. Ovidius University Annals, Economic
Sciences Series, 21(1), 439-447.