Techniques For Handling Change What information a result of feedback? - what exactly are the objectives? - How much information will be provided, messages? - What mechanisms will probably be employed The crucial PSYCHOLOGICAL questions that the communication strategy must address Kotter illustrates this the anecdote of Martin Luther King who didn't stand up facing the Lincoln Memorial and say: "I've a great strategy" and illustrate it with 10 great reasons why it turned out to be a good strategy. Kotter said those immortal words: "I have a dream," and then he continued to reveal the folks what his dream was - he exemplified his picture of the future and did so in a way that had high mental impact.
William Bridges focuses on feature of the change and the mental and psychological impact - and introduces these 3 easy questions: to the drivers making it essential (1) what's altering? Bridges offers the next guidance - the change leader's communicating statement must:- Clearly express intention and the change leader's understanding - "Sell the problem before you attempt to market the alternative." - Not use jargon (2) What will actually be different as a result of the change? Bridges says: "I go into organizations in which a change initiative is well Employee engagement communication underway, and I inquire what's going to vary when the change is done-and no one can answer the question... a change might appear very significant and incredibly real to the leader, but to the individuals who have to make it work it appears fairly abstract and vague until genuine differences that it will make begin to eventually become clear... the drive to get those differences clear should be an important precedence on the planners' list of activities to do." (3) who is going to lose what? Bridges maintains the situational changes are not as problematic for firms to make as the emotional transitions of the people impacted by the change. Transition management is about seeing the specific situation through the other guy's eyes. It truly is an outlook predicated on empathy. It is communication and management process that recognises and affirms
people's realities and works together to bring them. Failure to do this, around the section of change leaders, and also a 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 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 - Accurate targeting - to get to the right people with all the right message - Timing program - to achieve timely targeting of messages - Feedback procedure - to ensure two way communication that is genuine Failure reasons changed and in change management are many. But one thing is clear. Any organisational initiative that creates change - or has a significant change element - has a 70% chance of not realizing what was initially envisaged. The cause of all this failure is lack of clarity and a lack of communicating. That is what a Programme Management based way of change is really all about and why it so significant.