Techniques For Handling Change - Your Communication Strategy -

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A Communication Strategy that is good is at the heart of any successful change management procedure. The more change there will be then the greater the demand - and notably regarding projected ramifications of the change, the advantages, the plans and the reasons. It's important that an effective communication strategy actioned when possible and is defined and then properly maintained for the duration.

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

The structural and content aspect of your communications

You are going to benefit considerably from the area of a programme-based approach to managing and directing your change initiative, as your communication strategy will likely be based across the following:

- Stakeholder map and investigation [everyone who will be impacted by the change along with your assessments of their reactions and the impacts ]

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

- Vision statement and pre-programme planning 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 make the changes and get the benefits - an agenda of projects and jobs and initiatives ]

The crucial FACTUAL questions your communication strategy must address

- What are the aims?

- What will be the key messages?

- Who are you trying to reach?

- What information will be communicated?

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

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

- What mechanisms will probably be utilized to disseminate information?

- What is going to be achieved as a result of feedback? to disseminate information?

- Who are you looking be supported?

What information a consequence of feedback?

- What are the aims?

- How much advice is going to be provided, messages?

- What mechanisms will likely be used

The essential MENTAL questions your communication strategy need to address

Kotter exemplifies this the anecdote of Martin Luther King who did not stand up in front of the Lincoln Memorial and say: "I have a fantastic strategy" and illustrate it with 10 great reasons why it was a great strategy.

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

to the drivers that make it essential

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

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

- Be under 60 seconds in duration

(2) what'll really be distinct because of the change? Bridges says: "I go into organizations where a change initiative is well underway, and I ask what is going to vary when the change is done-and no one can answer the question... a Communication plan change may seem really significant and extremely real to the leader, but to the individuals who have to make it work it appears quite intangible and obscure until genuine 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 things to do."

(3) Who's likely to lose what? Bridges maintains the situational changes are as easy for businesses to make as individuals affected by the change's emotional transitions. Transition direction is about seeing the specific situation through the other guy's opinion. It is an outlook centered on empathy. It is management and communicating process that affirms and recognises people's realities and works together to bring them through the transition.

5 guiding principles of an excellent change management communication strategy

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

- Precise targeting - the message's mental tone and delivery

- Time program - to get to the right people with the message that is proper

- Feedback process - to attain timely targeting of messages

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

The cause of all this failure is lack of clarity as well as too little communication. That is what a Programme Direction based approach to change is really all about and why it so significant.

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