What advice a result of feedback?

- what exactly are the aims?

- How much information is going to be provided, messages?

- What mechanisms will likely be *properly to reach?

The vital MENTAL questions that your communication strategy should address

In terms of the psychological resonance characteristic 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 failed to stand up before the Lincoln Memorial and say: "I have a fantastic strategy" and illustrate it with 10 good reasons why it was a good strategy. Kotter said those immortal words: "I have a dream," and then he proceeded to show the folks what his dream was - he illustrated his graphic of the future and did so in a sense that had high mental impact.

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

(1) what's changing? Bridges offers the next guidance - the change leader's communication statement must:- Clearly express the change leader's understanding and aim

- Link the change to the motorists which make it essential

- "Sell the problem before you attempt to market the solution."

- Not use jargon

(2) What will really be different as a result of the change? Bridges says: "I go into organizations in which a change initiative is well underway, and I ask what will vary when the change is done-and no one can answer the question... a change Target audience analysis may seem very important and very real to the leader, but to the people that must make it work it looks fairly subjective and obscure until genuine differences that it will make begin to become clear... the drive to get those differences clear should be a significant priority on the planners' list of things you can do."

(3) Who's likely to lose what? Bridges maintains that the situational changes aren't as problematic for firms to make as the psychological transitions of individuals impacted by the change. Transition management is about seeing the situation through the opinion of another guy. It's an outlook based on empathy. It works with people to bring them and is communicating and direction process that recognises and affirms them's realities. Failure to do that, on the part of change leaders, and a denial of the losses and "lettings go" that people are faced with, sows the seeds of mistrust.

5 guiding principles of a change management communication strategy that is good

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

- Clarity of message - to ensure relevance and acknowledgement

- Resonance of message - the psychological tone and delivery

- Accurate targeting - to reach the right individuals together with the right message

- Time schedule - to reach timely targeting

- Feedback process - to ensure two way communication that is genuine

Failure reasons varied and in change management are many. But one thing is painfully clear.

The cause is too little communicating and dearth of clarity. That is what a Programme Direction based approach to change is about and why it so significant.