Strategies For Handling Change - Say What You Mean And Mean What You What advice an outcome of feedback? - What are the goals? - How much advice will be supplied, messages? - What mechanisms will undoubtedly be employed The key MENTAL questions your communication strategy have to address Regarding the psychological resonance aspect of the communications, John Kotter makes the point that change leaders that are great are great at telling stories that are visual with high emotional impact. Kotter illustrates this the anecdote of Martin Luther King who failed to stand up facing the Lincoln Memorial and say: "I've an excellent strategy" and exemplify it with 10 great reasons why it was a great strategy. He said those immortal words: "I've a dream," and then he proceeded to show the people what his dream was - he exemplified his picture of Communication strategy the future and did so in ways that had high emotional impact. William Bridges focuses around feature of the change and the psychological and mental impact - and introduces these 3 simple questions: to the drivers which make it necessary (1) What is altering? Bridges offers the next guidance - the change leader's communication statement must:- Certainly express the change leader's understanding and aim - "Sell the problem before you try to offer the solution." - Not use jargon - Be under 60 seconds in duration (2) what'll really be distinct as a result of the change? Bridges says: "I go into organizations where a change initiative is well underway, and that i inquire what's going to vary when the change is doneand no one can answer the question... a change might appear really significant and incredibly real to the leader, but to the people that have to make it work it seems quite abstract and vague until actual differences it will make start to eventually become clear... the drive to get those differences clear should be a significant priority in the planners' list of things you can do." (3) who is planning to lose what? Bridges maintains the situational changes are not as difficult for businesses to make as individuals affected by the change's emotional transitions. Transition direction is focused on seeing the specific situation through the other guy's opinion. It's a perspective depending on empathy. It works with people to bring them through the transition and is communication and direction process that recognises and affirms them's realities. Failure to complete this, around the part of change leaders, as well as a denial of the losses and "lettings go" that people are faced with, sows the seeds of mistrust.
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: - Clarity of message - to ensure relevance and acknowledgement - Resonance of message - the message's emotional tone and delivery - Exact targeting - to get to the right individuals with all the message that is right - Time schedule - to reach timely targeting - Feedback process - to ensure two way communication that is actual Failure reasons varied and in change management are many. But one thing is painfully clear. The cause of all this failure is too little communicating along with lack of clarity. It is what a Programme Direction based method of change is about and why it so significant.