Techniques For Managing Change A Communication Strategy that is good is in the core of any successful change management process. The more change there is going to be then the greater the demand - and particularly concerning the reasons, the advantages, the strategies and planned ramifications of this change. It is necessary that the effective communication strategy is defined and actioned when possible and then properly maintained for the period. There are 2 aspects to a change management communication strategy: firstly the balance between information content and mental resonance; and secondly the stage of the initiative, in other words before and during. The content and structural facet of your communications You are going to benefit greatly in the discipline of a programme-based approach to handling and leading your change initiative, as your communication strategy will probably be based around the following: - Stakeholder map and investigation [everyone who will be affected by the change along with your evaluations of their reactions and those impacts ] - Blueprint [ the clear definition and statement of the organization that is changed ] - Vision statement and pre-programme planning process [ the high level vision and analyse the impacts and the follow up preplanning process to unpack the vision ] - Programme plan [the measures that will be taken to make the changes and get the advantages - a schedule of endeavors and endeavors and initiatives ] The key FACTUAL questions that the communication strategy should address - What are the aims? - What will be the crucial messages? - Who are you looking to reach? - What information will probably be conveyed? - How much information is going to be supplied, and to what degree of detail? - What mechanisms will undoubtedly be employed to disseminate information? - How will feedback be supported? - What will likely be achieved as a consequence of feedback? to disseminate information? - Who are you looking be supported?
What information an outcome of feedback? - what exactly are the objectives? - How much information will be provided, messages? - What mechanisms will probably be utilized
The essential MENTAL questions that your communication strategy have to address With regard to the psychological resonance facet of the communications, John Kotter makes the point that great change leaders are great at telling stories that are visual with high mental impact. Kotter illustrates this the anecdote of Martin Luther King who did not stand up before the Lincoln Memorial and say: "I've an excellent strategy" and illustrate it with 10 great reasons why it was an excellent strategy. William Bridges focuses on the mental and psychological impact and aspect of the change - and poses these 3 easy questions: (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 - Link the change to the motorists which make it essential - "Sell the situation before you attempt to sell the alternative." - Be under 60 seconds in duration (2) what'll really be distinct as a result of the change? (3) who is going to lose what? Bridges maintains that 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 other guy's opinion. It's a view based on empathy. It's communication and management process and works with them to bring them through the transition. Failure to achieve this, around the section of change leaders, as well as a http://www.comment8engage.com denial of the losses and "lettings go" that individuals are faced with, sows the seeds of mistrust. 5 guiding principles of a great change management communication strategy So, in summary the 5 directing principles of a good change management communication strategy are as follows: - Clarity of message - to ensure actual two way communication
- Resonance of message - to ensure recognition and relevance - Precise targeting - the message's emotional tone and delivery - Timing program - to reach the right individuals together with the right message - Feedback process - to attain timely targeting Failure reasons changed and in change management are many. But one thing is clear. Any organisational initiative that creates change - or has an important change element - has a 70% probability of not reaching what was initially envisaged. The cause of all this failure is lack of clarity and too little communication. This is exactly what a Programme Management based approach to change is really all about and why it so significant.