Strategies For Handling Change - Say What You Mean And Mean What You

A Communication Strategy Employee engagement strategy that is good is right at the heart of any successful change management procedure. The more change there will be then the greater the demand - and notably regarding the advantages, the reasons, the strategies and projected ramifications of that change. It's vital that an effective communication strategy actioned when you can and is defined and then properly maintained for the period of the change management programme.

There are 2 aspects to your change management communication strategy: firstly the balance between information content and emotional resonance; and secondly the initiative's phase, in other words prior to and during.

The content and structural aspect of your communications

You will benefit greatly in the area of a programme-based approach to handling and leading your change initiative, as your communication strategy will likely be based across the following:

- Stakeholder map and investigation [everyone who will be impacted by the change along with your assessments of these impacts and their reactions ]

- Pattern [ the clear definition and statement of the altered organization]

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

- Programme strategy [the measures that will be taken to make the changes and get the benefits - a schedule of projects and projects and initiatives ]



The essential FACTUAL questions your communication strategy must address

and to what level of detail?

- What are the crucial used to disseminate information?

- Who are you looking be encouraged?

What information an effect of feedback?

- What are the objectives?

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

- What mechanisms will undoubtedly be utilized

The crucial EMOTIONAL questions that the communication strategy must address

Kotter exemplifies this the anecdote of Martin Luther King who did not stand up facing the Lincoln Memorial and say: "I have a fantastic strategy" and exemplify it with 10 great reasons why it turned out to be a good strategy. He said those immortal words: "I've a dream," and then he continued to reveal the folks what his dream was - he exemplified his image of the future and did so in ways that had high mental impact.

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

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

- Link the change to the drivers that make it necessary

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

- Not use jargon

(2) What will really be different because of the change?

(3) who is planning to lose what? Bridges maintains that the situational changes aren't as difficult for businesses to make as the people affected by the change's emotional transitions. Transition direction is about seeing the specific situation through the eyes of another guy. This is a view based on empathy. It's communication and management process that affirms and recognises people's realities and works together to bring them through the transition. Failure to do this, on the section of change leaders, plus a denial of the losses and "lettings go" that individuals are faced with, sows the seeds of mistrust.

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

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

- Clarity of message - to ensure relevance and recognition

- Resonance of message - the emotional tone and delivery of the message

- Accurate targeting - to get to the right people with all the message that is appropriate

- Timing program - to reach timely targeting

- Feedback procedure - 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 to it - has a 70% chance of not reaching what was originally envisaged.

The root cause is a deficiency of communication and also dearth of clarity. It is what a Programme Management based way of change is really all about and why it so significant.

Write a comment

Comments: 0