There are two aspects to some change management communication strategy: firstly the balance between information content and emotional resonance; and second the initiative's phase, in other words prior to and during.
The content and structural facet of your communications
You will benefit greatly from 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 evaluation [everyone who is going to be impacted by the change as well as your evaluations of their reactions and these impacts ]
- Pattern [ the clear definition and statement of the organization that is altered ]
- Vision statement and pre-programme planning procedure [ the high level vision and the follow up preplanning procedure to unpack the vision and analyse the impacts ]
- Programme strategy [the steps that will be taken to make the changes and get the benefits - a schedule of projects and projects and initiatives ]
The crucial FACTUAL questions that your communication strategy should address
- What are the goals?
- What are the key messages?
- Who are you trying to reach?
- What information will be conveyed?
- How much information is going to be provided, and to what degree of detail?
- What mechanisms will undoubtedly be used to disseminate advice?
- How will feedback be supported?
- What will be done as an effect of feedback? to disseminate information?
- Who are you wanting be supported?
What information a consequence of feedback?
- What are the goals?
- How much information is going to be provided, messages?
- What mechanisms will probably be employed
The essential PSYCHOLOGICAL questions that the communication strategy should address
Kotter exemplifies this the anecdote of Martin Luther King who did not stand up in front of the Lincoln Memorial and say: "I've a fantastic strategy" and illustrate it with 10 great reasons why it was a great strategy.
William Bridges focuses around part of the change and the psychological and emotional impact - and poses these 3 easy questions:
(1) What is altering? Bridges offers the next guidance - the change leader's communicating statement must:- Certainly express the change leader's understanding and aim
- Link the change to the motorists which make it necessary
- "Sell the issue before you try and sell the solution."
(2) What will really be distinct because of the change?
(3) who is planning to lose what? Bridges maintains the situational changes are not as problematic for firms to make as the emotional transitions of the people affected by the change. Transition direction is all about seeing the specific situation through the eyes of the other guy. It is an outlook based on empathy. It is communication and management process that affirms and recognises people's realities and works together to bring them.
5 guiding principles of a great change management communication strategy
So, in summation the 5 directing principles of Employee engagement strategy an excellent change management communication strategy are as follows:
- Clarity of message - to ensure two way communication that is genuine
- Resonance of message - to ensure acknowledgement and relevance
- Precise targeting - delivery and the psychological tone of the message
- Timing program - to reach the right individuals with all the message that is right
- Feedback process - to achieve timely targeting of messages
Failure reasons in change management are many and varied. But one thing is clear.
The root cause is dearth of clarity along with a lack of communication. This is what a Programme Direction based method of change is really all about and why it so important.
