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

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There is a Communication Strategy that is good right at the heart of any successful change management process. The more change there is going to be then the greater the demand - and notably in regards to the plans, the advantages, the reasons and projected effects of the change. It is vital that an effective communication strategy is defined and actioned when you possibly can and then correctly maintained for the duration.

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

The structural and content aspect of your communications



You will benefit significantly from the area of a programme-based approach to managing and leading your change initiative, as your communication strategy will probably be based across the following:

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

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

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

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

The essential FACTUAL questions that your communication strategy should address

- What are the aims?

- What will be the key messages?

- Who are you wanting to reach?

- What advice will be communicated?

- How much information will be provided, and to what degree of detail?

- What mechanisms will be utilized to disseminate advice?

- What will probably be done as a consequence of feedback? to disseminate information?

- Who are you trying be supported?

What advice a consequence of feedback?

- what exactly are the aims?

- How much information will be supplied, messages?

- What mechanisms will probably be employed

The vital MENTAL questions that your communication strategy need to address

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

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

to the drivers making it essential

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

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

- Be under 60 seconds

(2) What will really be different as a result of the change? Bridges says: "I go into organizations in which a change initiative is well underway, and that i ask what will differ when the change is done-and no one can answer the question... a change might appear very important and incredibly real to the leader, but to the people that need to make it work it seems rather subjective and obscure until actual differences it will make begin to become clear... the drive to get those differences clear should be an essential precedence in the planners' list of activities to do."

(3) Who's going to lose what? Bridges maintains that the situational changes aren't as problematic for businesses to make as individuals impacted by the change's psychological transitions. Transition management is about seeing the specific situation through the other guy's eyes. This is an outlook depending on empathy. It is management and communication process that affirms and recognises people's realities and works together to bring them. Failure to achieve this, on the part 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 directing principles of a great change management communication strategy are as follows:

- Clarity of message - to ensure genuine two way communication

- Resonance of message - to ensure acknowledgement and relevance

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

- Timing schedule - to reach the right individuals with all the appropriate message

- Feedback procedure - to reach timely targeting

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

The cause is a deficiency of communication and lack of clarity. This is what a Programme Direction based approach to change is about and why it so important.

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