When it comes to early communication about change, getting the message right is critical. Change inherently stirs emotions—uncertainty, excitement, fear, and hope. Our message must address these emotions head-on, guiding our audience from resistance to acceptance. 

One of the most critical steps is clearly explaining the Why behind it. Why is change necessary? Why now? Why is this the right path? Without a compelling and well-articulated “Why,” even the best strategies will face resistance.

Over the years, I’ve developed a framework I call “Hook / Scare / Comfort / Inspire” to craft a message that answers these questions. It connects the logic of the change to the emotions of the people who will execute it.

I’m ignorant. And so are you. Frankly, we’re all ignorant. It’s not an insult. It’s just an acknowledgment that none of us can be all-knowing.

I recently learned about the concept of the Iceberg of Ignorance, a term popularized by a 1989 study by Sidney Yoshida. Yoshida’s research revealed a startling disparity in awareness of problems within organizations: frontline workers were aware of 100% of the floor problems, supervisors were aware of only 74%, middle managers knew about 9%, and senior executives were aware of a mere 4% of the issues.

While this concept was initially targeted at executives, it’s a universal truth. Any small group, or even individuals, experiences this iceberg effect. The notion that senior executives are the most ignorant of the problems is striking, but let’s be honest: ignorance permeates all levels. Supervisors miss out on what frontline workers know, corporate managers don’t fully grasp the supervisors’ challenges, and even frontline workers don’t everything going in their environments.

But what can we do about it?