from "how high?" to "why?"

The evolution from the traditional values of control, predictability and consistency - values that made change relatively simple to implement - to the new values focused on accountability, ownership and empowerment has made the implementation of top-down business change more difficult. 

...These... employees now question and resist new change initiatives. The response of the employee has shifted from "yes, sir" to "why are we doing that?" If your employees have embraced some or all of these new values, change management is not an option for successful change, it is a requirement. 

Jeffrey M. Hiatt & Timothy J. Creasey

Change Management: The People Side of Change, by Jeffrey M. Hiatt & Timothy J. Creasey Prosci Inc. 2012. P.26,27

two preferred senders of change messages

Based on Prosci's change management research report with 650 participants, employees prefer two primary senders of change messages. Not surprisingly, they also prefer specific message content from each of these senders. Immediate supervisors are the preferred senders of messages related to personal impact including:

• How does this impact me? 
• How does this impact our group?
• How will this change my day-to-day responsibilities?

When it comes to personal issues, receivers want to hear from someone they know and work with regularly, namely their supervisor. 

CROs or executive leaders are the preferred senders of messages related to business issues and opportunities including: 

• What are the business reasons for this change?
• How does this change align with our vision and strategy? 
• What are the risks if we do not change?

When it comes to business issues and why the change is needed, receivers want to hear from the person in charge. 

Jeffrey M. Hiatt & Timothy J. Creasey

Change Management: The People Side of Change, by Jeffrey M. Hiatt & Timothy J. Creasey Prosci Inc. 2012. P.18, 19