Strategies For Handling Change - Your Communication Strategy - Say What You Mean And Mean What You

There is a great Communicating Strategy at the heart of any successful change management process. The more change there will be then the greater the demand - and notably regarding the reasons, the gains, the plans and planned effects of the change. It is important that an effective communication strategy is defined and actioned when possible and then correctly kept for the length.

There are two aspects to some change management communication strategy: firstly the balance between information content and mental resonance; and second the phase of the initiative, in other words prior to and during.

The structural and content facet of your communications

You will benefit considerably from the subject of a programme-based approach to directing and managing your change initiative, as your communication strategy will probably be based around the following:

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

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

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

- Programme plan [the measures that will be taken to make the changes and get the advantages - an agenda of projects and endeavors and initiatives ]

The crucial FACTUAL questions that the communication strategy must address

- what exactly are the objectives?

- What will be the essential messages?

- Who are you looking to reach?

- What advice will likely be conveyed?

- When will information be disseminated, and what would be the applicable timings?

- How much advice will be supplied, and to what level of detail?

- What mechanisms will undoubtedly be utilized to disseminate advice?

- What will probably be achieved as an effect of feedback? to disseminate advice?

- Who are you trying be encouraged?

What advice an outcome of feedback?

- what exactly are the aims?

- How much information will be provided, messages?

- What mechanisms will probably be employed

The key PSYCHOLOGICAL questions that your communication strategy must address

Kotter illustrates this the anecdote of Martin Luther King who didn't stand up before the Lincoln Memorial and say: "I have a fantastic strategy" and exemplify it with 10 great reasons why it turned out to be a great strategy. Kotter said those immortal words: "I've a dream," and then he continued to reveal the people what his dream was - he exemplified his image of the future and did so in a sense that had high psychological impact.

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

to the drivers which make it necessary

(1) What is changing? Bridges offers the following guidance - the change leader's communicating statement must:- Certainly express goal and the change leader's understanding

- "Sell the problem before you try to sell the alternative."

- Be under 60 seconds

(2) What will really be distinct 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 be different when the change is done-and no one can answer the question... a change may seem very significant and extremely real to the leader, but to the people who have to make it work it looks quite abstract Internal communications team and vague until genuine differences it will make start to eventually become clear... the drive to get those differences clear should be a significant priority on the coordinators' list of things to do."

(3) Who's going to lose what? Bridges maintains that the situational changes are as easy for firms to make as individuals impacted by the change's emotional transitions. Transition direction is really all about seeing the specific situation through another guy's eyes. It's a perspective centered on empathy. It's communicating and direction process that affirms and recognises people's realities and works together to bring them through the transition.

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

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

- Clarity of message - to ensure relevance and recognition

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

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

- Timing schedule - to reach timely targeting

- Feedback procedure - to ensure two way communication that is actual

Failure reasons changed and in change management are many. But one thing is painfully clear. Any organisational initiative that creates change - or has a significant change element to it - has a 70% probability of not reaching what was originally envisaged.

The cause of all this failure is dearth of clarity and a lack of communicating. This is exactly what a Programme Management based way of change is really all about and why it so important.

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