Techniques For Managing Change There is a great Communicating Strategy right at the heart of any successful change management process. The more change there is going to be afterward the greater the need - and especially regarding the reasons, the advantages, the plans and projected effects of the change. It is necessary that an effective communication strategy is defined and actioned as soon as possible and then properly maintained for the duration. There are 2 aspects to your change management communication strategy the balance between information content and emotional resonance; and secondly the initiative's phase, in other words before and during. The content and structural aspect of your communications You will benefit considerably from the discipline of a programme-based approach to leading and handling your change initiative, as your communication strategy will likely be based across the following: - Stakeholder map and investigation [everyone who is going to be affected by the change and your evaluations of these impacts as well as their reactions ] - Pattern [ statement and the clear definition of the changed organization] - Vision statement and pre-programme planning procedure [ the high-level vision as well as the follow-up pre-planning procedure to unpack the vision and analyse the impacts ] - Programme strategy [the steps that will be taken to produce the changes and get the benefits - a schedule of jobs and jobs and initiatives ] The key FACTUAL questions your communication strategy need to address - What are the objectives? - What will be the essential messages? - Who are you trying to reach? - What advice will be communicated? - How much information will be provided, and to what degree of detail? - What mechanisms will likely be employed to disseminate advice? - What will be achieved as an outcome of feedback? to disseminate information? - Who are you attempting be supported? What information a result of feedback?
- What are the aims? - How much information is going to be supplied, messages? - What mechanisms will likely be used
The crucial EMOTIONAL questions that your communication strategy must address Kotter exemplifies this the anecdote of Martin Luther King who did not stand up in front of the Lincoln Memorial and say: "I've a great strategy" and exemplify it with 10 great reasons why it turned out to be a great strategy. William Bridges focuses on aspect of the change and the psychological and mental impact - and introduces these 3 easy questions: to the drivers which make it crucial (1) what's changing? Bridges offers the following guidance - the change leader's communication statement must:- Certainly express aim and the change leader's understanding - "Sell the situation before you try to offer the solution." (2) What will actually be distinct because of IC strategy the change? (3) Who's planning to lose what? Bridges maintains that the situational changes aren't as problematic for businesses to make as individuals impacted by the change's emotional transitions. Transition management is about seeing the situation through the other guy's opinion. It's a perspective depending on empathy. It is communication and direction process that affirms and recognises people's realities and works together to bring them. Failure to get this done, 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 a change management communication strategy that is good So, in outline the 5 guiding principles of an excellent change management communication strategy are as follows: - Clarity of message - to ensure acknowledgement and relevance - Resonance of message - the emotional tone and delivery of the message - Precise targeting - to reach the right individuals with all the message that is correct - Timing schedule - to achieve timely targeting - Feedback process - to ensure two way communication that is actual
Failure reasons in change management are many and varied. But one thing is painfully clear. Any organisational initiative that creates change - or has a substantial change element to it - has a 70% chance of not attaining what was initially envisaged. The root cause of all this failure is a deficiency of communicating and also lack of clarity. That is what a Programme Direction based approach to change is all about and why it so important.