Strategies For Managing Change - Say What You Mean And Mean What You

There is a Communication Strategy that is good right at the core of any successful change management procedure. The more change there will be afterward the greater the demand - and especially concerning the gains the reasons, the plans and proposed ramifications of this change. It's important that the effective communication strategy actioned when possible and is defined and then correctly maintained for the period of the change management programme.

There are 2 aspects to your change management communication strategy: firstly the balance between information content and psychological resonance; and secondly the initiative's phase, in other words before the change and during.

The content and structural aspect of your communications

You are going to gain greatly from the subject of a programme-based approach to leading and handling your change initiative, as your communication strategy will probably be based around the following:

- Stakeholder map and evaluation [everyone who is going to be impacted by the change as well as your evaluations of these impacts as well as their reactions ]

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

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

- Programme strategy [the steps which are taken to create the changes and get the benefits - a schedule of jobs and endeavors and initiatives ]

The crucial FACTUAL questions that the communication strategy have to address

- What are the goals?

- What are the crucial messages?

- Who are you wanting to reach?

- What information will likely be communicated?

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

- What mechanisms will be utilized to disseminate information?

- How will feedback be supported?

- What will probably be done as an effect of feedback? to disseminate advice?

- Who are you trying be encouraged?

What information a result of feedback?

- what exactly are the goals?

- How much advice will be provided, messages?

- What mechanisms will likely be employed

The vital EMOTIONAL questions that the communication strategy need to address

Kotter exemplifies this the anecdote of Martin Luther King who didn't stand up facing the Lincoln Memorial and say: "I've a fantastic strategy" and exemplify it with 10 great reasons why it was a good strategy. He said those immortal words: "I've 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 emotional impact.

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

to the drivers that make it essential

(1) what's changing? Bridges offers the next guidance - the change leader's communication statement must:- Clearly express aim and the change leader's understanding

- "Sell the issue before you attempt to offer the solution."

- Not use jargon

- Be under 60 seconds in duration

(2) What will actually be different due to the change? Bridges says: "I go into organizations where a change initiative is well underway, and I inquire what will be different when the change is done-and no one can answer the question... a change might appear very significant and very real to the leader, but to the people that have to make it work it seems rather intangible and vague until genuine differences it will make begin to eventually become clear... the drive to get those differences clear should be an important precedence in the coordinators' list of activities to do."

(3) Who's going to lose what? Bridges maintains the situational changes are as easy for firms to make as the psychological transitions of individuals impacted by the change. Transition direction is really all about seeing the situation through the other guy's opinion. This is a view based on empathy. It is management and communicating process that affirms and recognises people's realities and works with them to bring them. Failure to get this done, on the part of change leaders, plus Leadership Communication a denial of the losses and "lettings go" that people are faced with, sows the seeds of mistrust.



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

So, in summary the 5 guiding principles of a good change management communication strategy are as follows:

- Clarity of message - to ensure acknowledgement and relevance

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

- Exact targeting - to reach the right individuals together with the right message

- Time schedule - to reach timely targeting of messages

- Feedback process - to ensure actual two way communication

Failure reasons varied and in change management are many. But one thing is clear.

The root cause is lack of clarity and also a lack of communication. It is what a Programme Management based way of change is about and why it so significant.

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