Techniques For Handling Change - Your Communication Strategy - Say What You Mean And Mean What You
There are two aspects to your change management communication strategy the balance between information content and psychological resonance; and secondly the initiative's stage, in other words before the change and during.
The content and structural facet of your communications
You may gain greatly in the subject of a programme-based approach to managing and directing your change initiative, as your communication strategy will likely be based across the following:
- Stakeholder map and analysis [everyone who is going to be impacted by the change as well as your evaluations of their reactions and those impacts ]
- Pattern [ the clear definition and statement of the changed organization]
- Vision statement and pre-programme preparation process [ the high level vision and the follow up pre planning procedure to unpack the vision and analyse the impacts ]
- Programme plan [the measures which are taken to produce the changes and get the benefits - an agenda of jobs and jobs and initiatives ]
The key FACTUAL questions your communication strategy have to address
and to what degree of detail?
- What will be the crucial used to disseminate advice?
- Who are you wanting be supported?
What information a consequence of feedback?
- What are the objectives?
- How much information will be provided, messages?
- What mechanisms will be used
The essential PSYCHOLOGICAL questions that the communication strategy have to address
Regarding the psychological resonance feature of the communications, John Kotter makes the point that great change leaders are great at telling visual stories with high emotional 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 an excellent strategy" and illustrate it with 10 great reasons why it was an excellent strategy. He said those immortal words: "I have a dream," and then he continued to reveal the people what his dream was - he illustrated his graphic of the future and did so in ways that had high mental impact.
William Bridges focuses around feature of the change and the psychological and emotional impact - and poses these 3 easy questions:
to the motorists making it necessary
(1) what's changing? Bridges offers the next guidance - the change leader's communicating statement must:- Certainly Leadership Communication express aim and the change leader's understanding
- "Sell the situation before you try to sell the solution."
- Be under 60 seconds
(2) what'll actually be distinct due to the change? Bridges says: "I go into organizations where a change initiative is well underway, and that i inquire what's going to differ when the change is done-and no one can answer the question... a change might appear very significant and extremely real to the leader, but to the individuals who have to make it work it looks fairly intangible and vague until genuine differences that it will make begin to become clear... the drive to get those differences clear should be an important precedence in the planners' list of things to do."
(3) Who's likely to lose what? Bridges maintains the situational changes aren't as difficult for firms to make as the emotional transitions of the people impacted by the change. Transition management is really all about seeing the situation through another guy's opinion. It really is a perspective depending on empathy. It works with people to bring them through the transition and is communication and direction process that recognises and affirms them's realities.
5 guiding principles of an excellent 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 two way communication that is genuine
- Resonance of message - to ensure relevance and acknowledgement
- Exact targeting - the emotional tone and delivery of the message
- Time program - to get to the right individuals together with the message that is appropriate
- Feedback process - to reach timely targeting of messages
Failure reasons in change management are many and varied. But one thing is clear. Any organisational initiative that creates change - or has a significant change element to it - has a 70% likelihood of not attaining what was originally envisaged.
The root cause is a deficiency of communicating and lack of clarity. It is what a Programme Direction based way of change is about and why it so significant.