Internal communications is identified as being a key lever of organisational change. The literature consistently puts forward a comprehensive list of guidelines for communicating for change, but these guidelines tend to be prescribed universally and with no explanation given as to why a relationship between the two might exist Research was earned out to explore this relationship, using total quality as the context of organisational change. Through the findings of a questionnaire completed by 116 Irish Q Mark organisations and a senes of follow-up interviews, a number of conclusions were drawn about communicating for change. It was concluded that organisations do not necessarily adhere to all of the methods of communicating for change advocated in the literature and that the literature is incorrect in assuming that all communications practices are of equal importance. It is also concluded that the selection of communicating for change practices is contingent upon organisational and change variables. By identifying two key communications approaches - 'Integrated' and 'Person-centred' communications - and charting their relative unpact on organisational change to total quality, an explanation was also put forward regarding how communications can influence organisational change Integrated communications promotes open shanng of information in all directions to achieve management’s change objectives, while Person-centred communications focuses more on the personal needs of employees in the organisation Person-centred communications was found to have a stronger relationship with transformational organisational change and as a result, it is argued that the relationship between communications and organisational change is explained by the extent to which the communications approach taken supports individuals m taking 'emotional ownership' of the required changes. It is concluded that the relative success of this humanist approach to communications in supporting transformational organisational change challenges traditional assumptions that the primary purpose of communications in a change setting is to achieve managerial goals. Further research opportunities anse from this work, including investigating whether the two communications approaches apply in other organisational change situations and whether they can be further added to or refined.