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

A good Communicating Strategy is at the core of any successful change management procedure. The more change there is going to be afterward the greater the need - and notably regarding the plans, the benefits, the reasons Internal communications audit and projected ramifications of the change. It is vital that an effective communication strategy is defined and actioned when possible and then properly kept for the length of the change management programme.

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

The content and structural facet of your communications

You may benefit greatly from the subject of a programme-based approach to handling and leading your change initiative, as your communication strategy will be based across the following:

- Stakeholder map and evaluation [everyone who will be affected by the change along with your evaluations of these impacts and their reactions ]

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

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

- Programme plan [the steps which are taken to create the changes and get the benefits - an agenda of endeavors and endeavors and initiatives ]

The essential FACTUAL questions that your communication strategy have to address

- What are the goals?

- What will be the key messages?

- Who are you wanting to reach?

- What information will likely be communicated?

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

- What mechanisms will probably be utilized to disseminate advice?

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

- Who are you attempting be supported?

What information an outcome of feedback?

- What are the goals?

- How much information will be supplied, messages?

- What mechanisms will undoubtedly be utilized

The vital MENTAL questions that the communication strategy have to address

Kotter exemplifies this the anecdote of Martin Luther King who didn't stand up in front of the Lincoln Memorial and say: "I've a fantastic strategy" and exemplify it with 10 great reasons why it was a great strategy. Kotter said those immortal words: "I have a dream," and then he proceeded to reveal the folks what his dream was - he exemplified his image of the future and did so in a sense that had high psychological impact.

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

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

- Link the change to the drivers that make it essential

- "Sell the problem before you try to offer the alternative."

(2) What will really be different due to the change? Bridges says: "I go into organizations in which a change initiative is well underway, and that i inquire what will differ when the change is done-and no one can answer the question... a change may seem really important and incredibly real to the leader, but to the people that must make it work it looks fairly subjective and obscure until genuine differences that it will make begin to become clear... the drive to get those differences clear should be a significant precedence in the planners' list of things you can do."

(3) who is likely to lose what? Bridges maintains the situational changes aren't as problematic for companies to make as the emotional transitions of the people impacted by the change. Transition management is focused on seeing the specific situation through the eyes of the other guy. It is a view predicated on empathy. It's communication and direction process that recognises and affirms people's realities and works with them to bring them. Failure to complete this, on the part of change leaders, as well as a denial of the losses and "lettings go" that people are faced with, sows the seeds of mistrust.

5 guiding principles of a good 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 acknowledgement and relevance

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

- Exact targeting - to get to the right people with all the message that is correct

- Time program - to reach timely targeting

- Feedback procedure - to ensure two way communication that is genuine

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 to it - has a 70% chance of not reaching what was initially envisaged.

The cause of all this failure is a lack of communicating and lack of clarity. It is what a Programme Management based approach to change is about and why it so significant.

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