Strategies For Handling Change - Your Communication Strategy -

A great Communicating Strategy is right at the heart of any successful Comment8 change management procedure. The more change there is going to be then the greater the demand - and notably regarding the advantages the reasons, the strategies and projected effects of this change. It's important that the effective communication strategy actioned when possible and is defined and then correctly kept for the duration of the change management programme.

There are 2 aspects to a change management communication strategy the balance between information content and emotional resonance; and second the phase of the initiative, in other words prior to and during.

The content and structural facet of your communications

You are going to benefit significantly from the subject of a programme-based approach to leading and managing your change initiative, as your communication strategy will probably be based across the following:

- Stakeholder map and analysis [everyone who will be affected by the change as well as your assessments of their reactions and these impacts ]

- Pattern [ statement and the clear definition of the organization that is altered ]

- Vision statement and pre-programme preparation process [ the high level vision and the follow-up pre-planning process to unpack the vision and analyse the impacts ]

- Programme plan [the measures that will be taken to create the changes and get the gains - a schedule of projects and undertakings and initiatives ]

The key FACTUAL questions that your communication strategy have to address

- What are the objectives?

- What will be the key messages?

- Who are you looking to reach?

- What information will be conveyed?

- When will information be disseminated, and what will be the applicable timings?

- How much advice is going to be supplied, and to what degree of detail?

- What mechanisms will be utilized to disseminate advice?

- How will feedback be supported?

- What will undoubtedly be done as an outcome of feedback? to disseminate information?

- Who are you attempting be supported?

What advice a consequence of feedback?

- what exactly are the aims?

- How much information will be provided, messages?

- What mechanisms will probably be employed

The crucial PSYCHOLOGICAL questions your communication strategy must address

Regarding the mental resonance feature of the communications, the point that great change leaders are great at telling visual stories with high mental impact is made by John Kotter. Kotter illustrates this the anecdote of Martin Luther King who failed to stand up in front of the Lincoln Memorial and say: "I have a fantastic strategy" and illustrate it with 10 great reasons why it was a good strategy.

William Bridges focuses on the psychological and emotional impact and feature of the change - and poses these 3 easy questions:

to the drivers which make it crucial

(1) What is altering? Bridges offers the next guidance - the change leader's communication statement must:- Certainly express goal and the change leader's understanding

- "Sell the situation before you try and sell the option."

(2) What will really be distinct as a result of the change?

(3) who is planning to lose what? Bridges maintains the situational changes are as easy for firms to make as the people impacted by the change's psychological transitions. Transition management is all about seeing the specific situation through the eyes of the other guy. It is an outlook depending on empathy. It's direction and communication process that recognises and affirms people's realities and works with them to bring them.

5 guiding principles of a change management communication strategy that is good

So, in summary the 5 directing principles of an excellent change management communication strategy are as follows:

- Clarity of message - to ensure recognition and relevance

- Resonance of message - delivery and the emotional tone of the message

- Accurate targeting - to reach the right individuals with the message that is correct

- Time schedule - to attain timely targeting

- Feedback procedure - to ensure actual two way communication

Failure reasons in change management are many and changed. But one thing is painfully clear. Any organisational initiative that creates change - or has a substantial change element - has a 70% chance of not reaching what was originally envisaged.

The cause is dearth of clarity as well as a lack of communicating. That is what a Programme Management based approach to change is about and why it so important.

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