From Boardrooms to Biospheres: What Climate Change Communication Can Learn from Organizational Change Communication

Abstract

Climate change communication continues to grapple with behavioral inertia, cognitive overload, and public disengagement, barriers that closely mirror those faced in communicating organizational change processes. This paper examines how communication models from organizational change can inform and enhance climate change communication, particularly by deepening understanding of how individuals process information about novel phenomena that tend to precipitate uncertainty. Grounded in Weick’s (1995) Sensemaking Theory, the paper argues that climate narratives must do more than convey facts, they must help audiences construct meaning under conditions of ambiguity. In organizational contexts, successful change is often driven not by top-down directives but by communication that enables co- constructed understanding and psychological safety. Similarly, Berger and Calabrese’s (1975) Uncertainty Reduction Theory explains how the clarity, timing, and interpersonal nature of messaging reduces resistance to change. Helpap and Schinnenburg (2018) identify three critical dimensions of effective communication change: informative, empathic, and participatory. These elements strongly align with the demands of climate storytelling. Recent studies reinforce the relevance of this approach. For instance, Abrantes, Bakenhus & Ferreira (2024) argue that emotionally attuned, participatory communication by leadership enhances adaptability in complex change contexts. Madsen (2022) likewise underscores how participatory approaches elevate engagement and action during change initiatives. Both offer transferable insights for climate communication, where fostering public ownership and agency is essential. This paper calls for a reframing of climate communication through the lens of organizational change communication.