Strategies For Managing Change -

There is a great Communication Strategy right at the core of any successful change management process. The more change there is going to be then the greater the need - and especially about the gains, the reasons, the plans and projected ramifications of that change. It is necessary that the effective communication strategy actioned when you can and is defined and then properly maintained for the duration of the change management programme.

There are two aspects to some change management communication Internal communications strategy strategy: firstly the balance between information content and psychological resonance; and secondly the phase of the initiative, in other words before and during.

The content and structural aspect of your communications

You are going to benefit significantly in the discipline of a programme-based approach to managing and leading your change initiative, as your communication strategy will be based around the following:

- Stakeholder map and investigation [everyone who is going to be impacted by the change and your evaluations of their reactions and those impacts ]

- Blueprint [ the clear definition and statement of the organization that is altered ]

- Vision statement and pre-programme planning process [ the follow up pre-planning process as well as the high-level vision to unpack the vision and analyse the impacts ]

- Programme strategy [the steps that will be taken to produce the changes and get the benefits - a schedule of endeavors and undertakings and initiatives ]

The essential FACTUAL questions that your communication strategy must address

and to what level of detail?

- What will be the crucial used to disseminate advice?

- Who are you attempting be encouraged?

What advice an outcome of feedback?

- what exactly are the aims?

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

- What mechanisms will likely be employed

The key PSYCHOLOGICAL questions that your communication strategy should address

With regard to the emotional resonance facet 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 did not stand up in front of the Lincoln Memorial and say: "I've a great strategy" and illustrate it with 10 good reasons why it turned out to be an excellent strategy.

William Bridges focuses around feature of the change and the psychological and mental impact - and poses these 3 simple questions:

to the motorists making it essential

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

- "Sell the issue before you attempt to market the alternative."

- Not use jargon

- Be under 60 seconds

(2) What will really be different due to the change?

(3) Who's going to lose what? Bridges maintains the situational changes are not as problematic for businesses to make as the psychological transitions of individuals impacted by the change. Transition management is focused on seeing the situation through the eyes of another guy. It is a view centered on empathy. It's communication and direction process and works with them 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 great change management communication strategy are as follows:

- Clarity of message - to ensure relevance and acknowledgement

- Resonance of message - the mental tone and delivery

- Precise targeting - to reach the right individuals with all the message that is proper

- Time program - to reach timely targeting of messages

- Feedback process - to ensure actual two way communication

Failure reasons in change management are many and varied. But one thing is painfully clear. Any organisational initiative that creates change - or has a significant change component - has a 70% probability of not attaining what was originally envisaged.

The cause of all this failure is a deficiency of communication and also dearth of clarity. This is what a Programme Direction based method of change is all about and why it so significant.

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