Strategies For Handling Change - Your Communication Strategy -
There are two aspects to your change management communication strategy: firstly the balance between information content and psychological resonance; and second the initiative's phase, in other words before and during.
The content and structural aspect of your communications
You are going to benefit significantly from the subject of a programme-based approach to handling and directing 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 and your assessments of their reactions as well as those impacts ]
- Pattern [ statement and the clear definition of the altered organization]
- Vision statement and pre-programme preparation procedure [ the high-level vision and analyse the impacts and the follow-up pre-planning procedure to unpack the vision ]
- Programme strategy [the steps which are taken to produce the changes and get the advantages - a schedule of endeavors and projects and initiatives ]
The vital FACTUAL questions that the communication strategy must address
and to what degree of detail?
- What are the crucial used to disseminate advice?
- Who are you looking be encouraged?
What advice a result of feedback?
- what exactly are the aims?
- How much information will be provided, messages?
- What mechanisms will probably be employed
The vital MENTAL questions your communication strategy need to address
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 great strategy" and exemplify it with 10 good reasons why it was an excellent strategy.
William Bridges focuses around Internal communications audit the psychological and emotional impact and aspect of the change - and introduces these 3 simple questions:
(1) What is changing? Bridges offers the following guidance - the change leader's communication statement must:- Certainly express goal and the change leader's understanding
- Link the change to the drivers making it necessary
- "Sell the issue before you try to sell the alternative."
(2) what'll actually be different as a result of the change? Bridges says: "I go into organizations where a change initiative is well underway, and that i inquire what will vary when the change is done-and no one can answer the question... a change may seem really significant and incredibly real to the leader, but to the people that must make it work it looks rather abstract and obscure until genuine differences it will make begin to eventually become clear... the drive to get those differences clear should be a significant priority in the coordinators' list of activities to do."
(3) who is planning to lose what? Bridges maintains that the situational changes aren't as difficult for companies to make as individuals impacted by the change's psychological transitions. Transition management is focused on seeing the situation through the opinion of another man. It's a perspective depending on empathy. It's management and communicating process that affirms and recognises people's realities and works with them to bring them.
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:
- Exact targeting - delivery and the emotional tone of the message
- Timing program - to reach the right individuals with the message that is correct
- Feedback procedure - to achieve timely targeting of messages
Failure reasons changed and in change management are many. But one thing is clear.
The root cause of all this failure is a lack of communicating and also dearth of clarity. This is exactly what a Programme Management based approach to change is about and why it so important.