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

A Communication Strategy that is good is in the heart of any successful change management process. The more change there will be afterward the greater the demand - and notably about projected ramifications of this change, the gains, the plans and the reasons. It is necessary that an effective communication strategy is defined and actioned when you possibly can and then correctly kept for the period of the change management programme.

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

The structural and content aspect of your communications

You may gain considerably from the area of a programme-based approach to leading and handling 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 as well as your evaluations of their reactions as well as the impacts ]

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

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

- Programme plan [the steps which are taken to produce the changes and get the gains - a schedule of endeavors and jobs and initiatives ]



The vital FACTUAL questions your communication strategy should address

and to what degree of detail?

- What are the essential used to disseminate advice?

- Who are you trying be encouraged?

What advice a consequence of feedback?

- What are the goals?

- How much advice will be supplied, messages?

- What mechanisms will undoubtedly be *properly to reach?

- How will feedback will likely be communicated?

- What will undoubtedly be achieved as be disseminated, and what exactly are the timings that were applicable?

The vital MENTAL questions that your communication strategy should address

Kotter illustrates this the anecdote of Martin Luther King who did not stand up in front of the Lincoln Memorial and say: "I've a great strategy" and illustrate it with 10 good reasons why it was a good strategy.

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

to the drivers which make it essential

(1) What is changing? Bridges offers the following guidance - the change leader's communicating statement must:- Clearly express the change leader's understanding and intention

- "Sell the situation before you try and market the alternative."

- Not use jargon

- Be under 60 seconds

(2) What will really be distinct because of the change? Bridges says: "I go into organizations where a change initiative is well underway, and that i ask what's going to vary when the change is done-and no one can answer the question... a change might appear very significant and incredibly real to the leader, but to the individuals who have to make it work it seems fairly subjective and obscure until actual differences it will make begin to eventually become clear... the drive to get those differences clear should be a significant priority on the planners' list of activities to do."

(3) who is going to lose what? Bridges maintains that the situational changes are as easy for firms to make as individuals affected by the change's emotional transitions. Transition direction is focused on seeing the specific situation through another guy's opinion. It is a perspective centered on empathy. It is direction and communication process that recognises and affirms people's realities and works together to bring them through the transition.

5 guiding principles of a good change management communication strategy

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

- Clarity of message - to ensure actual two way communication

- Resonance of message - to ensure relevance and recognition

- Precise targeting - delivery and the emotional tone of the Employee engagement strategy message

- Timing program - to reach the right individuals with the appropriate message

- Feedback process - to attain timely targeting

Failure reasons in change management are many and changed. But one thing is clear. Any organisational initiative that creates change - or has a substantial change component to it - has a 70% likelihood of not attaining what was initially envisaged.

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

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