What information a result of feedback?
- What are the aims?
- How much advice will be provided, messages?
- What mechanisms will likely be *properly to reach?
- How will feedback will probably be communicated?
- What is going to be achieved as be disseminated, and what are the important timings?
The crucial PSYCHOLOGICAL questions that your communication strategy have to address
Kotter exemplifies this the anecdote of Martin Luther King who did not stand up before the Lincoln Memorial and say: "I have an excellent strategy" and exemplify it with 10 good reasons why it turned out to be an excellent strategy.
William Bridges focuses around the emotional and psychological impact and facet of the change - and introduces these 3 simple questions:
(1) what's altering? Bridges offers the next guidance - the change leader's communication statement must:- Certainly express intent and the change leader's understanding
- Link the change to the drivers that make it essential
- "Sell the problem before you try and market the alternative."
- Be under 60 seconds in duration
(2) What will actually be distinct as a result of the change?
(3) Who's going to lose what? Bridges maintains the situational changes are as easy for companies to make as individuals impacted by the change's psychological transitions. Transition direction is really all about seeing the situation through the opinion of another guy. It's a view predicated on empathy. It's communicating and management process that affirms and recognises people's realities and works together to bring them through the transition.
5 guiding principles of a change management communication strategy that is good
So, in outline the 5 guiding principles of a good change management communication strategy are as follows:
- Clarity of message - to ensure relevance and recognition
- Resonance of message - the psychological tone and delivery
- Precise targeting - to get to the right individuals together with the proper message
- Time schedule - to reach timely targeting of messages
- Feedback procedure - to ensure two way communication that is genuine
Failure reasons in change management are many and changed. But one Comment8Engage thing is clear. Any organisational initiative that creates change - or has an important change component to it - has a 70% likelihood of not reaching what was originally envisaged.
The cause of all this failure is a lack of communication and lack of clarity. That is what a Programme Management based approach to change is really all about and why it so important.
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