Techniques For Managing Change - Say exactly what You Mean And Mean What You What information an effect of feedback? - what exactly are the goals? - How much advice will be provided, messages? - What mechanisms will likely be employed The crucial PSYCHOLOGICAL questions that the communication strategy need to address Kotter illustrates this the anecdote of Martin Luther King who did not stand up in front of the Lincoln Memorial and say: "I have an excellent strategy" and illustrate it with 10 great reasons why it turned out to be an excellent strategy. Kotter said those immortal words: "I've a dream," and then he proceeded Leadership communication skills to show the folks what his dream was - he illustrated his image of the future and did so in a sense that had high psychological impact. William Bridges focuses on feature of the change and the emotional and psychological impact - and introduces 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 intention and the change leader's understanding - "Sell the issue before you try to offer the solution." - Not use jargon (2) What will actually be distinct due to the change? (3) who is likely to lose what? Bridges maintains the situational changes are not as difficult for firms to make as individuals affected by the change's psychological transitions. Transition management is all about seeing the specific situation through another guy's opinion. It really is a perspective centered on empathy. It's communication and management process that affirms and recognises people's realities and works together to bring them through the transition. 5 guiding principles of a good change management communication strategy So, in outline the 5 guiding principles of a great change management communication strategy are as follows: - Clarity of message - to ensure two way communication that is actual - Resonance of message - to ensure relevance and recognition - Accurate targeting - the message's psychological tone and delivery
- Timing schedule - to get to the right people with the message that is proper - Feedback process - to achieve timely targeting
Failure reasons changed and in change management are many. But one thing is painfully clear. Any organisational initiative that creates change - or has a substantial change component - has a 70% chance of not achieving what was originally envisaged. The root cause of all this failure is lack of clarity and a deficiency of communication. It is what a Programme Direction based approach to change is all about and why it so important.