Techniques For Managing Change - Say What You Mean And Mean What You

What advice an outcome of feedback?

- What are the objectives?

- How much advice will be provided, messages?

- What mechanisms will undoubtedly be used

The crucial PSYCHOLOGICAL Comment8Engage questions your communication strategy have to address

Regarding the psychological resonance characteristic of the communications, the point that great change leaders are great at telling visual stories with high mental impact is made by John Kotter. Kotter exemplifies this the anecdote of Martin Luther King who failed to stand up facing the Lincoln Memorial and say: "I've a fantastic strategy" and exemplify it with 10 good reasons why it turned out to be a great strategy. He said those immortal words: "I've a dream," and then he proceeded to reveal the folks what his dream was - he exemplified his image of the future and did so in a way that had high psychological impact.

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

to the drivers which make it essential

(1) What is altering? Bridges offers the next guidance - the change leader's communication statement must:- Certainly express aim and the change leader's understanding

- "Sell the issue before you attempt to sell the solution."

- Not use jargon

- Be under 60 seconds

(2) what'll actually be distinct as a result of the change? Bridges says: "I go into organizations where a change initiative is well underway, and I ask what will differ when the change is done-and no one can answer the question... a change may seem really significant and extremely real to the leader, but to the people that have to make it work it looks quite intangible and obscure until genuine differences it will make start to eventually become clear... the drive to get those differences clear should be a significant priority on the coordinators' list of things you can do."

(3) who is planning to lose what? Bridges maintains the situational changes are as easy for firms to make as the psychological transitions of individuals impacted by the change. Transition management is focused on seeing the specific situation through the eyes of another man. It really is an outlook predicated on empathy. It is communication and management process that affirms and recognises people's realities and works together to bring them. Failure to do that, around the part of change leaders, as well as a denial of the losses and "lettings go" that people are faced with, sows the seeds of mistrust.



5 guiding principles of a good change management communication strategy

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

- Clarity of message - to ensure recognition and relevance

- Resonance of message - the psychological tone and delivery

- Accurate targeting - to reach the right people together with the message that is right

- Timing schedule - to achieve timely targeting

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

Failure reasons changed and in change management are many. But one thing is painfully clear. Any organisational initiative that creates change - or has a substantial change component to it - has a 70% likelihood of not attaining what was initially envisaged.

The cause of all this failure is dearth of clarity as well as a lack of communicating. It is what a Programme Management based approach to change is all about and why it so significant.

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