Strategies For Managing Change A great Communicating Strategy is right at the core of any successful change management process. The more change there will be then the greater the demand - and notably about the reasons, the advantages, the strategies and planned ramifications of the change. It is vital that an effective communication strategy is defined and actioned as soon as you possibly can and then properly maintained for the length of the change management programme. There are two aspects to your change management communication strategy: firstly the balance between information content and mental resonance; and second the initiative's stage, in other words prior to and during. The structural and content facet of your communications You are going to gain considerably from the subject 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 analysis [everyone who is going to be impacted by the change as well as your assessments of their reactions as well as the impacts ] - Pattern [ statement and the clear definition of the altered organization] - Vision statement and pre-programme planning process [ the follow-up pre-planning procedure and the high level vision to unpack the vision and analyse the impacts ] - Programme strategy [the measures that will be taken to make the changes and get the gains - an agenda of endeavors and endeavors and initiatives ] The key FACTUAL questions that your communication strategy must address - What are the objectives? - What are the key messages? - Who are you looking to reach? - What information will probably be conveyed? - When will information be disseminated, and what will be the timings that were applicable? - How much advice will be provided, and to what degree of detail? - What mechanisms will probably be used to disseminate information? - What will be achieved as an effect of feedback? to disseminate advice? - Who are you attempting be supported?
What advice a consequence of feedback? - what exactly are the objectives? - How much advice will be supplied, messages? - What mechanisms will probably be *properly to reach? - How will feedback will be conveyed? - What will be achieved as be disseminated, and what exactly are the timings that were related? The crucial EMOTIONAL questions that the communication strategy must address Regarding the emotional resonance part of the communications, John Kotter makes the point that change leaders that are great are great at telling stories that are visual with high mental impact. Kotter exemplifies this the anecdote of Martin Luther King who didn't stand up before the Lincoln Memorial and say: "I have a fantastic strategy" and illustrate it with 10 good reasons why it turned out to be a great strategy. William Bridges focuses on the psychological and emotional impact and facet of the change - 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 the change leader's understanding and goal - "Sell the issue before you try and market the option." - Not use jargon - Be under 60 seconds (2) what'll actually be distinct as a result of the change? (3) who is likely to lose what? Bridges maintains the situational changes are not as difficult for firms to make as the people affected by the change's emotional transitions. Transition management is all about seeing the specific situation through the eyes of another guy. It really is a perspective predicated on empathy. It is management and communicating process that affirms and recognises people's realities and works with them to bring them through the transition. Failure to achieve 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 summary the 5 directing principles of a good change management communication strategy are as follows: - Clarity of message - to ensure relevance and recognition
- Resonance of message - the emotional tone and delivery of the message - Precise targeting - to get to the right people with all the appropriate message - Timing program - to reach timely targeting - Feedback Communication in the workplace process - to ensure genuine two way communication
Failure reasons changed and in change management are many. But one thing is painfully clear. The cause is a deficiency of communicating and also dearth of clarity. This is what a Programme Direction based approach to change is really all about and why it so important.