Techniques For Managing Change - Your Communication Strategy What advice an outcome of feedback? - What are the objectives? - How much information will be supplied, messages? - What mechanisms will probably be utilized The crucial MENTAL questions that the communication strategy need to address 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 exemplify it with 10 good reasons why it turned out to be an excellent strategy. William Bridges focuses on the mental and psychological impact and part of the change - and introduces these 3 simple questions: to the drivers making it crucial (1) What is altering? Bridges offers the following guidance - the change leader's communication statement must:- Clearly express intention and the change leader's understanding - "Sell the situation before you attempt to offer the option." - Be under 60 seconds in duration (2) What will actually be different as a result of the change? (3) who is Internal communications audit likely to lose what? Bridges maintains that the situational changes are as easy for firms to make as the psychological transitions of the people affected by the change. Transition direction is all about seeing the situation through the other guy's eyes. It is an outlook centered on empathy. It's direction and communication process that affirms and recognises people's realities and works together to bring them. 5 guiding principles of a great change management communication strategy
So, in outline the 5 guiding principles of an excellent change management communication strategy are as follows: - Exact targeting - the message's psychological tone and delivery - Timing schedule - to get to the right individuals together with the appropriate message - Feedback procedure - to achieve timely targeting of messages Failure reasons in change management are many and changed. But one thing is clear. Any organisational initiative that creates change - or has an important change component - has a 70% probability of not achieving what was initially envisaged. The cause is dearth of clarity along with a deficiency of communication. This is what a Programme Direction based approach to change is about and why it so important.