There are two aspects to your change management communication strategy the balance between information content and emotional resonance; and second the phase of the initiative, in other words before the change and during.
The structural and content facet of your communications
You will benefit greatly from the area of a programme-based approach to managing and leading your change initiative, as your communication strategy will likely be based across the following:
- Stakeholder map and analysis [everyone who is going to be affected by the change as well as your evaluations of these impacts and their reactions ]
- Pattern [ statement and the clear definition of the changed organization]
- Vision statement and pre-programme planning process [ the follow up pre planning process and also the high level vision to unpack the vision and analyse the impacts ]
- Programme plan [the measures which are taken to create the changes and get the gains - an agenda of endeavors and jobs and initiatives ]
The crucial FACTUAL questions that your communication strategy need to address
and to what level of detail?
- What will be the crucial used to disseminate advice?
- Who are you attempting be supported?
What information an effect of feedback?
- what exactly are the goals?
- How much advice will be supplied, messages?
- What mechanisms will be employed
The vital PSYCHOLOGICAL questions that your communication strategy need to address
In regard to the psychological resonance aspect of the communications, the point that great change leaders are great at telling visual narratives with high mental impact is made by John Kotter. Kotter exemplifies this the anecdote of Martin Luther King who didn't stand up facing the Lincoln Memorial and say: "I've a great strategy" and exemplify it with 10 good reasons why it turned out to be an excellent strategy.
William Bridges focuses on feature of the change and the emotional and psychological impact - and poses these 3 simple questions:
to the motorists which make it crucial
(1) What is altering? Bridges offers the following guidance - the change leader's communication statement must:- Clearly express the change leader's understanding and intent
- "Sell the situation before you try to market the option."
- Not use jargon
(2) what'll really be distinct because of the change?
(3) Who's planning to lose what? Bridges maintains that the situational changes are as easy for companies to make as the people impacted by the change's emotional transitions. Transition management is really all about seeing the situation through another guy's opinion. It's a perspective based 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 a great change management communication strategy
So, in summary the 5 guiding principles of a great change management communication strategy are as follows:
- Resonance of message - the message's mental tone and delivery
- Precise targeting - to reach the right individuals with the appropriate message
- Timing program - to reach timely targeting of messages
- Feedback procedure - to ensure actual two way communication
Failure reasons in change management are many and varied. But one thing is clear. Any organisational initiative that creates change - or has an important change component to it - has a 70% likelihood of http://www.comment8engage.com not reaching what was initially envisaged.
The root cause is a lack of communicating and also lack of clarity. That is what a Programme Direction based method of change is about and why it so important.
