Strategies For Managing Change -

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A good Communicating Strategy is right at the core of any successful change management procedure. The more change there will be afterward the greater the demand - and notably concerning the benefits, the reasons, the strategies and projected ramifications of this change. It is necessary that an effective communication strategy actioned as soon as you can and is defined and then correctly kept for the length of the change management programme.

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

The content and structural aspect of your communications

You are going to benefit considerably in the discipline of a programme-based approach to handling and directing your change initiative, as your communication strategy will likely be based around the following:

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

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

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

- Programme plan [the measures which are taken to make the changes and get the advantages - a schedule of jobs Communication plan and endeavors and initiatives ]

The crucial FACTUAL questions that your communication strategy have to address

- What are the goals?

- What are the key messages?

- Who are you looking to reach?

- What advice will be communicated?

- When will information be disseminated, and what would be the timings that were important?

- How much advice will be supplied, and to what level of detail?

- What mechanisms will be employed to disseminate information?

- How will feedback be supported?

- What will probably be achieved as a result of feedback? to disseminate advice?

- Who are you looking be supported?

What advice a consequence of feedback?

- What are the aims?

- How much information is going to be provided, messages?

- What mechanisms will probably be utilized



The vital PSYCHOLOGICAL questions that the communication strategy must address

In regard to the emotional resonance aspect of the communications, the point that great change leaders are great at telling visual narratives with high psychological impact is made by John Kotter. Kotter exemplifies this the anecdote of Martin Luther King who failed to stand up in front of the Lincoln Memorial and say: "I've a fantastic strategy" and exemplify it with 10 good reasons why it turned out to be a great strategy.

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

(1) what's changing? 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 drivers that make it necessary

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

- Not use jargon

- Be under 60 seconds

(2) what'll really be different due to the change?

(3) who is planning to lose what? Bridges maintains the situational changes are not as problematic for businesses to make as individuals impacted by the change's psychological transitions. Transition direction is really all about seeing the situation through the opinion of the other guy. It is an outlook centered on empathy. It's communicating and management process that affirms and recognises people's realities and works together to bring them through the transition. Failure to do that, around the section 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 change management communication strategy that is good

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

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

- Resonance of message - to ensure relevance and acknowledgement

- Precise targeting - the emotional tone and delivery of the message

- Timing schedule - to reach the right people with all the message that is proper

- Feedback procedure - to reach timely targeting

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

The cause is too little communication along with dearth of clarity. It is what a Programme Direction based approach to change is all about and why it so significant.

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