Techniques For Managing Change What advice an outcome of feedback? - What are the goals? - How much information is going to be supplied, messages? - What mechanisms will probably be utilized The essential PSYCHOLOGICAL questions that the communication strategy must address
With regard to the mental resonance aspect of the communications, John Kotter makes the point that change leaders that are great are great at telling visual narratives with high mental impact. Kotter illustrates this the anecdote of Martin Luther King who did not stand up in front of the Lincoln Memorial and say: "I have a great strategy" and exemplify it with 10 good reasons why it turned out to be an excellent strategy. William Bridges focuses on the psychological and mental impact and aspect of the change - and poses these 3 simple questions: (1) what's changing? Bridges offers the following guidance - the change leader's communication statement must:- Clearly express intent and the change leader's understanding - Link the change to the motorists that make it crucial - "Sell the issue before you try to market the solution." - Be under 60 Employee engagement strategy seconds (2) what'll actually be different as a result of the change? (3) who is likely to lose what? Bridges maintains the situational changes are as easy for businesses to make as the emotional transitions of the people impacted by the change. Transition management is all about seeing the specific situation through another guy's opinion. This is a perspective based on empathy. It's communication 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 guiding principles of a good change management communication strategy
are as follows: - Resonance of message - delivery and the mental tone of the message - Precise targeting - to reach the right people together with the proper message - Time program - to reach timely targeting of messages - Feedback procedure - to ensure two way communication that is genuine Failure reasons varied and in change management are many. But one thing is clear. Any organisational initiative that creates change - or has an important change component to it - has a 70% likelihood of not reaching what was originally envisaged. The root cause of all this failure is too little communicating along with dearth of clarity. This is exactly what a Programme Direction based method of change is really all about and why it so important.