Leadership Responsibility: Resonance – A Key Success Factor in Modern Change Communication

Resonance Builds Relationships

Resonance communication is key to the success of transformations because it introduces a crucial dimension: relationships. In organizations, this manifests primarily on three levels:

• Self-resonance: Do I still have access to my own feelings, values, and boundaries?

• Team resonance: How does the team communicate with each other, especially when uncertainty or conflicts arise?

• System resonance: How does the organization as a whole respond to external impulses – from customers, the public, and employees?

The principle of resonance connects people and demonstrates the willingness to review positions, adjust phrasing, and fine-tune actions – without yielding at the first sign of resistance. It is a delicate balance: too much rigidity stifles resonance, while too much adaptation undermines credibility. Without any flexibility, what often leads to failure in change projects emerges: “empty” communication that lacks genuine connection.

Resonance communication establishes a responsive relationship. It is grounded in listening, tolerates differences, and allows frictional moments in which development and change can be shaped constructively.

This means:

• The organization listens – systematically, not just intuitively

• It takes stakeholders’ concerns, emotions, and criticism seriously and analyzes them

• It allows itself to be truly affected – internally impacted, not merely registering information

• It communicates actions explicitly as a response to what has been heard

This can include social listening, complaint analyses, or stakeholder feedback – followed by decisions that make it clear: “We heard X, and therefore we are doing Y.” Or: “We heard X – yet we are staying our course.” In resonance communication, there is a distinction between understanding, acknowledging, and agreeing. It is explicitly not a call for consensus, but an invitation to an open and transparent dialogue about perspectives and positions, with the willingness to review and, where appropriate and sensible, adjust them.

Example:
A company plans a new infrastructure project that depends on the acceptance of local residents. If the company only goes public once the presentation slides, construction plans, and timelines are finalized, people hear primarily one thing: “This has already been decided.” In such cases, discussion is usually lost before it even begins, and resistance is almost inevitable.

If, however, the company opens a resonance space early – through an open citizen hearing, a moderated dialogue event, or small neighborhood focus groups – a different atmosphere emerges. Residents experience: “We are not just being informed, we are being heard.” Their feedback visibly shapes further planning, and sometimes it provides insights that make the project safer, better, or more socially acceptable.

It is important to note the other side: resonance spaces do not mean that everything is negotiable. There are boundaries – technical, financial, legal, or temporal. Yet resonance can still emerge when these boundaries are made transparent. A company can clearly state: “This part is open – we want to discuss it with you. And this part is fixed – here we are bound.”

Resonant Leadership Communication in Transformations

Leadership communication is a critical factor in successful transformations. If communication cascades break down and employees do not receive direct, personal messages from their leaders, this can have lasting negative effects on both the success and acceptance of the change project.

Resonance theory, developed by sociologist Hartmut Rosa, is increasingly being integrated into organizational strategies and concepts. According to this theory, an organization is resonant when a living, meaningful connection exists between individuals and their tasks, between people and their teams, and between individuals and the organization’s purpose. In other words, communication is not only functional, but also impactful and engaging.

Resonance in leadership communication requires three key elements:

• Accessibility – I feel addressed and included

• Responsiveness – I am able to respond effectively

• Transformation – It changes me or the situation

Understanding Leadership as a Resonance Node

In transformations, leaders play a dual role: they represent decisions while also serving as points of contact for concerns, questions, and uncertainties. Resonance emerges when leaders can do both: be receptive and, at the same time, remain clear and consistent.

Key practices include:

• Show presence – be accessible, visible, and attentive

• Establish short, regular touchpoints (team check-ins, brief updates)

• Actively solicit questions rather than just sending information

• Acknowledge uncertainties without losing composure

• Maintain consistency – ensure that tone and stance align with decisions

Intentionally Designing Resonance Spaces

Resonance requires spaces where it can take root: dialogue sessions, Q&A formats, and moderated exchange forums – both internally and externally. A clear structure is essential: what happens with the input received? Who makes decisions? When is feedback provided? Without such a framework, these spaces can quickly turn into frustration or stagnation.

Key practices include:

• Schedule dialogue sessions (internal) or hearings (external) early

• Set clear boundaries – define time, objectives, roles, and the purpose of the feedback

• Document what is expressed and make visible what is done with it

• Use moderation that addresses rather than suppresses conflicts

• Plan regular updates (e.g., “We will provide an interim report on…”)

Strengthening Conflict Capability

Resonance is not a harmony program. Often, decisions will ultimately be made that disappoint some stakeholders. Leading with resonance means remaining approachable, setting boundaries, and making the reasoning behind decisions transparent: “We hear what you are saying – yet we will decide differently for the following reasons.”

Key practices include:

• Do not reject criticism, but first reflect it back (e.g., “I hear that…”)

• Clearly explain your decision afterward

• Be transparent about where there is flexibility – and where there is none

• Make a clear distinction: understanding ≠ agreeing

• Remain approachable in difficult situations, rather than withdrawing

Making Learning Visible

Resonance-oriented communication does not end with the final statement. It demonstrates what the organization has learned and which changes follow from that learning. In this way, a process is created that leaves lasting traces within the system.

Key practices include:

• Publish a brief “What Have We Learned?” message

• Specify concrete changes (processes, workflows, culture)

• Show internally and externally: “This is what has resulted from your input”

• Actively inform the groups providing feedback: “This reflects your input”

• Avoid closing a transformation silently – resonance requires a proper conclusion