Strategies For Managing Change - Say exactly what You Mean And Mean What You

Published on

There is a good Communication Strategy in the heart of any successful change management process. The more change there will be afterward the greater the need - and notably about planned ramifications of that change, the benefits, the strategies and the reasons. It is vital that an effective communication strategy actioned as soon as you possibly can and is defined and then properly maintained for the period.

There are two aspects to some change management communication strategy the balance between information content and emotional resonance; and second the initiative's stage, in other words prior to and during.

The content and structural aspect of your communications

You'll gain greatly in the discipline of a programme-based approach to leading and handling your change initiative, as your communication strategy will be based around the following:

- Stakeholder map and evaluation [everyone Employee engagement strategy who is going to be affected by the change and your evaluations of their reactions as well as the impacts ]

- Blueprint [ the clear definition and statement of the changed organization]

- Vision statement and pre-programme preparation procedure [ the high level vision as well as the follow-up pre planning process to unpack the vision and analyse the impacts ]

- Programme strategy [the measures which are taken to create the changes and get the advantages - a schedule of jobs and projects and initiatives ]

The crucial FACTUAL questions that the communication strategy must address

- What are the objectives?

- What are the crucial messages?

- Who are you wanting to reach?

- What information will likely be conveyed?

- How much information is going to be provided, and to what degree of detail?

- What mechanisms will be used to disseminate advice?

- What will be achieved as an outcome of feedback? to disseminate information?

- Who are you looking be supported?

What advice an effect of feedback?

- What are the aims?

- How much advice will be provided, messages?

- What mechanisms will undoubtedly be *properly to reach?

The vital PSYCHOLOGICAL questions that the communication strategy should address

Kotter illustrates this the anecdote of Martin Luther King who failed to stand up before the Lincoln Memorial and say: "I've an excellent strategy" and illustrate it with 10 great reasons why it was a good strategy.

William Bridges focuses on feature of the change and the psychological and emotional impact - and poses these 3 easy questions:



to the drivers making it crucial

(1) What is altering? Bridges offers the next guidance - the change leader's communication statement must:- Clearly express the change leader's understanding and intention

- "Sell the situation before you attempt to sell the solution."

(2) what'll really be different due to the change? Bridges says: "I go into organizations in which a change initiative is well underway, and that i ask what's going to vary when the change is done-and no one can answer the question... a change may seem very important and very real to the leader, but to the individuals who need to make it work it looks rather intangible and obscure until actual differences it will make start to eventually become clear... the drive to get those differences clear should be an essential precedence on the coordinators' list of activities to do."

(3) Who's likely to lose what? Bridges maintains that the situational changes are as easy for companies to make as the psychological transitions of individuals affected by the change. Transition management is focused on seeing the situation through the opinion of the other guy. It's an outlook predicated on empathy. It's communication and direction process that affirms and recognises people's realities and works with them to bring them through the transition.

5 guiding principles of an excellent change management communication strategy

So, in outline the 5 guiding principles of an excellent change management communication strategy are as follows:

- Clarity of message - to ensure recognition and relevance

- Resonance of message - the message's emotional tone and delivery

- Accurate targeting - to reach the right people together with the right message

- Time schedule - to achieve timely targeting of messages

- Feedback process - to ensure genuine two way communication

Failure reasons in change management are many and varied. But one thing is painfully clear. Any organisational initiative that creates change - or has an important change element - has a 70% chance of not attaining what was originally envisaged.

The cause is dearth of clarity as well as a lack of communication. It is what a Programme Management based way of change is really all about and why it so important.

Comment on this post