Techniques For Managing Change - Your Communication Strategy - Say What You Mean And Mean What You

A Communication Strategy that is good is in the core of any successful change management procedure. The more change there is going to be afterward the greater the demand - and especially about proposed effects of that change, the advantages, the plans and the reasons. It is vital that the effective communication strategy actioned when you can and is defined and then properly kept for the length of the change management programme.

There are two aspects to some change management communication strategy the balance between information content and emotional resonance; and second the stage of the initiative, in other words before the change and during.

The structural and content facet of your communications

You may gain significantly from the discipline of a programme-based approach to leading and handling 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 and your assessments of the impacts and their reactions ]

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

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

- Programme plan [the steps that will be taken to make the changes and get the benefits - an agenda of jobs and projects and initiatives ]

The vital FACTUAL questions your communication strategy have to address

- What are the objectives?

- What are the crucial messages?

- Who are you looking to reach?

- What information will likely be conveyed?

- How much information is going to be supplied, and to what level of detail?

- What mechanisms will probably be used to disseminate advice?

- How will feedback be encouraged?

- What will probably be achieved as an effect of feedback? to disseminate information?

- Who are you attempting be supported?

What information an effect of feedback?

- what exactly are the objectives?

- How much advice will be supplied, messages?

- What mechanisms will be employed

The vital EMOTIONAL questions that your communication strategy should address

Concerning the psychological resonance feature of the communications, John Kotter makes the point that great change leaders are great at telling narratives that are visual with high emotional impact. Kotter exemplifies this the anecdote of Martin Luther King who did not stand up facing the Lincoln Memorial and say: "I have a great strategy" and exemplify it with 10 good reasons why it turned out to be a good strategy.

William Bridges focuses around aspect of the change and the psychological and mental impact - and poses these 3 easy questions:

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

- Link the change to the motorists making it necessary

- "Sell the situation before you try and market the Role of internal communications alternative."

- Not use jargon

- Be under 60 seconds in duration

(2) What will actually be different as a result of the change?

(3) Who's planning to lose what? Bridges maintains the situational changes aren't as difficult for businesses to make as the emotional transitions of the people impacted by the change. Transition management is about seeing the specific situation through the opinion of another man. This is an outlook predicated on empathy. It works with people to bring them through the transition and is communicating and management process that recognises and affirms them's realities. Failure to complete this, on the part of change leaders, plus a denial of the losses and "lettings go" that people 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 great change management communication strategy are as follows:

- Clarity of message - to ensure acknowledgement and relevance

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

- Precise targeting - to get to the right individuals with the message that is proper

- Timing program - to achieve timely targeting of messages

- Feedback procedure - to ensure genuine two way communication

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

The cause of all this failure is dearth of clarity and also a deficiency of communication. This is what a Programme Direction based approach to change is all about and why it so important.

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