Techniques For Handling Change -

What information an effect of feedback?

- What are the goals?

- How much advice will be provided, messages?

- What mechanisms will be *properly to reach?

The vital MENTAL questions your communication strategy have to address

Kotter illustrates this the anecdote of Martin Luther King who did not stand up facing the Lincoln Memorial and say: "I've a great strategy" and exemplify it with 10 good reasons why it was a good strategy. Kotter said those immortal words: "I've a dream," and then he continued to reveal the folks what his dream was - he illustrated his image of the future and did so in ways that had high psychological impact.

William Bridges focuses around facet of the change and the psychological and emotional impact - and introduces these 3 easy questions:

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

- Link the change to the drivers that make it crucial

- "Sell the situation before you try and offer the solution."

- Not use jargon

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

(3) who is planning to lose what? Bridges maintains the situational changes are as easy for companies to make as the emotional transitions of individuals affected by the change. Transition management is really all about seeing the situation through the opinion of another man. It truly is an outlook predicated on empathy. It's direction and communication process and works with them to bring them through the transition. Failure to get this done, around the Internal communications section of change leaders, as well as a denial of the losses and "lettings go" that individuals are faced with, sows the seeds of mistrust.

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



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

- Clarity of message - to ensure two way communication that is genuine

- Resonance of message - to ensure acknowledgement and relevance

- Accurate targeting - the message's psychological tone and delivery

- Timing schedule - to get to the right individuals with the appropriate message

- Feedback procedure - to achieve timely targeting of messages

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

The root cause of all this failure is a deficiency of communication and also dearth of clarity. This is what a Programme Management based method of change is all about and why it so significant.

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