Communication at the heart of change management in Ghana - From 'Akwaaba' to 'Oobake'

Change, whether it involves modifying or altering something, or outright replacement, is not just about policy; it is about people. When people are not brought along, even the most progressive reforms falter.

Ghana is experiencing a cultural debate that illustrates this vividly: the conversation around shifting, or at least complementing, the nation's familiar greeting "Akwaaba" (Akan/Twi for "welcome") with "Oobake" (Ga for "welcome").

What seems, on the surface, a simple linguistic tweak has ignited passionate conversations about cultural representation, national identity and inclusivity. It is also a case study of how communication can either make change meaningful and lasting, or leave it contested and misunderstood.

As John Kotter, the renowned change management scholar, once remarked, "In the final analysis, change sticks when it becomes the way we do things around here." His words remind us that communication is the very engine that determines whether a transition endures.

The Issue

For decades, "Akwaaba" has functioned as Ghana's linguistic ambassador. From the Kotoka International Airport to tourist billboards, it is the word that greets visitors and signals Ghana's globally acclaimed hospitality.

On the other hand, Accra, Ghana's capital, is the home of the Ga people and their greeting, "Oobake," is equally authentic to the city's identity. Advocates have argued that visibility of the Ga language in public spaces, particularly in the capital, is long overdue.

They say it is not merely about semantics; it is about recognition. Emphasizing that in a multilingual country where Akan, Ewe, Ga, and several other languages coexist, choices about which language is elevated in national spaces carry symbolic weight.

Thus, a proposal to insert "Oobake" alongside or even in place of "Akwaaba" has been interpreted by some as cultural inclusion. The result is a heated public debate.

The issue becomes more complex when viewed through the lens of tourism and international branding. Tourists worldwide have come to associate Ghana with "Akwaaba." An abrupt replacement with "Oobake" could generate confusion, potentially diluting the strong brand equity Ghana has built.

Equally pressing is the problem of information disorder, not limited to the widespread creation and spreading of false or misleading information. In the age of social media, an image of a signboard can go viral faster than any press release, shaping public opinion before official statements emerge.

Conflicting reports about whether the government has "banned" Akwaaba or simply piloted Oobake in certain locations reveal the dangers of communication vacuums. This has created a classic tension in change management: balancing heritage and recognition with brand consistency.

Change vs. Transition

Communication scholars emphasize the distinction between change and transition. Change is situational, like a new signboard, a new word, a new standard, while transition is psychological. William Bridges, the author of Managing Transitions, put it succinctly: "Transition starts with an ending." It is the human journey of letting go of the old, navigating uncertainty and embracing the new.

This insight is crucial for Ghana's current debate. For many, "Akwaaba" is not just a word; it is a symbol of national pride, a linguistic shorthand for Ghanaian warmth. Asking people to embrace "Oobake" without acknowledging what they feel and what they might lose is a recipe for resistance. When implementing change, it is critical to properly assess the potential impact. To do this, one must understand the most vulnerable areas and the possibilities of resistance, as well as the significant impact.

It is also imperative that the change is clearly defined and clearly communicated to the entire population or affected communities. Significant changes and effective management rely upon communication and cross-functional efforts.

To be successful, you must prepare, equip and support individuals moving through changes so that they can successfully adopt a change.

Effective communication must therefore validate the emotional weight of "Akwaaba" even as it introduces "Oobake."This is integral to any change management plan.

The five stages of the Prosci ADKAR model (Awareness, Desire, Knowledge, Ability and Reinforcement), provide a practical lens for understanding how individuals adopt change. Applied here, successful adoption would require: Awareness and understanding of why "Oobake" is being introduced (to honor Ga heritage). The desire to support it (seeing inclusion as valuable rather than threatening).

The knowledge of change, learning pronunciation and when and where to use it (local vs. national contexts). Ability to use knowledge or experience and provide feedback and finally, reinforcement through consistent usage by leaders, institutions and signage.

PR Theories and Best Practices

Public Relations (PR) provides powerful frameworks for managing sensitive transitions such as the proposed shift from Akwaaba to Oobake. James Grunig's Excellence Theory underscores that effective PR thrives on two-way symmetrical communication, a process where organizations engage in dialogue rather than dictating from the top. Applied to Ghana's context, this would mean that a decision as symbolic as changing the national word of welcome cannot be rolled out unilaterally.

Instead, traditional leaders, the Ghana Tourism Authority, airport operators, cultural advocates and even everyday citizens should be invited to co-create the transition. Without dialogue, change risks breeding resistance and alienation; with collaboration, it becomes a shared project of cultural pride.

John Kotter's eight-step model of change further highlights that successful change is not achieved by a symbolic act alone. Simply mounting new "Oobake" signage is insufficient unless the practice is embedded into the cultural fabric.

This requires creating a sense of urgency for the shift, enlisting influential individuals as champions of the change, communicating the story widely through multiple channels and ensuring strong endorsement by national and local leaders.

Similarly, William Bridges' Transition Model stresses the importance of acknowledging what people are leaving behind. In this case, the emotional and historical weight of Akwaaba cannot be ignored. Rather than framing Oobake as a replacement, communication must present it as an expansion: a recognition that Ghana is a country of many tongues, where to say "welcome" in different languages enriches, rather than dilutes, national identity.

Global lessons reinforce these principles. Cities like Barcelona, Montréal and Singapore thrive in multilingual environments by adopting design consistency and clear storytelling. Their signage systems employ visual hierarchies, contextual explanations, and consistent typography so that visitors and locals can embrace linguistic diversity without confusion.

For Ghana, this means developing a branding system where Akwaaba and Oobake coexist meaningfully, each reinforcing a narrative that the country is proudly multilingual yet united. Crucially, best practice worldwide shows that identity transitions succeed only when they are story-driven, not imposed. Ghana's story is compelling: a nation that welcomes the world not with a single word, but with a chorus of voices from across its regions.

Role of Communications Professionals

At the heart of this transition lies the delicate and indispensable work of communications professionals. Their role is to translate institutional decisions into messages that resonate with people, reduce anxiety and foster ownership of change.

The first responsibility is stakeholder mapping, identifying all the groups who will be affected or who can influence the conversation, from ministries and tourism operators to diaspora associations, traditional councils and the traveling public. Without recognizing these voices, communication risks becoming one-dimensional.

Secondly, PR practitioners must ensure message clarity. A major pitfall in transitions is ambiguity. Is Oobake intended as a national replacement for Akwaaba, a local addition in Accra, or part of a pilot program? Leaving these questions unanswered fuels speculation and resistance. Clear, transparent messaging reduces uncertainty and positions the change as intentional rather than arbitrary.

Equally important is framing. The shift should not be presented as a competition between languages or ethnic groups, but as a celebration of Ghana's multilingual identity.

Communicators must emphasize that Oobake complements Akwaaba rather than replaces it, allowing citizens to see the change as an expansion of cultural pride. This can be achieved through a message house framework, with a central idea like "Ghana welcomes you in many tongues," supported by key messages that explain the cultural history of the words and provide pronunciation guides for visitors.

Moreover, PR professionals must design participatory experiences that make the transition tangible. For example, dual-language signage in arrivals halls reading "Akwaaba / Oobake / Welcome to Ghana" could be accompanied by QR codes that play audio pronunciations.

Such interactive interventions reduce confusion, create curiosity, and invite people to take part in the change rather than passively observe it. Pilot programs in airports, museums and markets would allow communicators to collect feedback, refine messages and build gradual acceptance before a full-scale rollout.

Ultimately, communications professionals serve as the bridge between policy and public sentiment. Their task is not just to inform, but to inspire; not only to announce, but to narrate. By managing expectations, clarifying intent and framing change as a shared national story, they transform what could be a divisive transition into an opportunity for unity, pride and global visibility.

Conclusion

Change management is not about choosing between the past and the future; it is about weaving them together. "Akwaaba" and "Oobake" need not stand as rivals. With thoughtful communication, they can coexist as complementary symbols of Ghana's identity. One carrying national recognition, the other affirming local heritage.

As Kotter reminds us, change only endures when it becomes culture and when it shapes "the way we do things around here."

The responsibility of communication is to make that culture shift understandable, meaningful and shared. For Ghana, that means telling a story not of replacement but of inclusion: a narrative where, in this land of many languages, every "welcome" has a place.

BY RUFINA DIMBOEY PWAWUVI

STRATEGIC COMMUNICATIONS EXPERT AND PR CONSULTANT