Clampitt et al. (2000) continuum of communication strategies:

spray and pray

Shower employees with a range of information; more is better. Managers pray that staff will see what needs to be done. Benefit: staff members are exposed to company information. Downside: staff members are overloaded with information, may not be able to identify what is more important, and may be able to understand what is happening, but not why.

tell and sell

Limit the information provided to core issues. Management tells staff members about the changes and "sells" them on why these are necessary. Benefit can be done rapidly. Downside: staff members are passive recipients, and no dialogue opens potential for staff scepticism and cynicism.

underscore and explore

Focus on fundamentals, but engage employees in dialogue to identify obstacles and misunderstandings that need to be addressed. Benefit staff engagement solves problems, strengthens support for change, and can generate useful ideas. Downside: takes time.

identify and reply

Defensive approach to identifying and responding to rumors and innuendo, and to reduce staff confusion about changes. Benefit. can resolve problems at an early stage. Downside: reactive approach that assumes (sometimes incorrectly) that staff understands the organizational problems that the changes need to address.

withhold and uphold

Withhold information until it is absolutely necessary to communicate. Management publicly defend the change strategy. Information is not disclosed openly. Benefit management retains a high degree of control. Downside: staff bitterness and resentment.