Techniques For Handling Change - Your Communication Strategy - Say exactly what You Mean And Mean What You

Published on

There is a good Communication Strategy at the core of any successful change management process. The more change there will be afterward the greater the need - and especially about proposed ramifications of the change, the advantages, the plans and the reasons. It is vital that an effective communication strategy is defined and actioned when you can and then properly preserved for the term.

There are two aspects to your change management communication strategy the balance between information content and psychological resonance; and second the phase of the initiative, in other words prior to Change communications and during.

The structural and content facet of your communications

You will benefit greatly in the subject of a programme-based approach to directing and handling your change initiative, as your communication strategy will be based around the following:

- Stakeholder map and investigation [everyone who is going to be impacted by the change as well as your evaluations of these impacts and their reactions ]

- Pattern [ the clear definition and statement of the altered organization]

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

- Programme strategy [the measures that will be taken to produce the changes and get the benefits - a schedule of jobs and jobs and initiatives ]

The essential FACTUAL questions your communication strategy have to address

and to what level of detail?

- What will be the essential used to disseminate information?

- Who are you looking be supported?

What advice an outcome of feedback?

- What are the aims?

- How much advice will be provided, messages?

- What mechanisms will probably be employed

The key PSYCHOLOGICAL questions that your communication strategy need to address

Regarding the mental resonance characteristic of the communications, the point that great change leaders are great at telling visual narratives with high mental impact is made by John Kotter. Kotter exemplifies this the anecdote of Martin Luther King who failed to stand up before the Lincoln Memorial and say: "I have a great strategy" and illustrate it with 10 great reasons why it was an excellent strategy.

William Bridges focuses on facet of the change and the mental and psychological impact - and introduces these 3 simple questions:

to the drivers making it crucial

(1) what's changing? Bridges offers the following guidance - the change leader's communication statement must:- Certainly express the change leader's understanding and intent

- "Sell the issue before you try and offer the option."

- Not use jargon

- Be under 60 seconds

(2) What will really be different as a result of the change? Bridges says: "I go into organizations in which a change initiative is well underway, and that i inquire what will be different when the change is done-and no one can answer the question... a change might appear very important and extremely real to the leader, but to the individuals who need to make it work it looks quite abstract and vague until actual differences it will make begin to become clear... the drive to get those differences clear should be a significant precedence on the planners' list of things to do."

(3) Who's going to lose what? Bridges maintains the situational changes are as easy for businesses to make as the psychological transitions of the people affected by the change. Transition direction is really all about seeing the situation through the eyes of another man. It truly is a view depending on empathy. It works with people to bring them through the transition and is communication and management process that recognises and affirms them's realities. Failure to do this, on the section of change leaders, along with a denial of the losses and "lettings go" that individuals are faced with, sows the seeds of mistrust.

5 guiding principles of a change management communication strategy that is good

So, in outline the 5 directing principles of a great change management communication strategy are as follows:

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

- Accurate targeting - to reach the right people together with the message that is appropriate

- Time schedule - to achieve timely targeting

- Feedback procedure - to ensure genuine two way communication

Failure reasons varied and in change management are many. But one thing is painfully clear.

The cause is a lack of communication along with dearth of clarity. This is exactly what a Programme Direction based way of change is really all about and why it so significant.

Comment on this post