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

What information an outcome of feedback?

- What are the goals?

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

- What mechanisms will probably be used

The vital PSYCHOLOGICAL questions your communication strategy should address

Kotter illustrates this the anecdote of Martin Luther King who failed to stand up in front of the Lincoln Memorial and say: "I've a fantastic strategy" and exemplify it with 10 great reasons why it turned out to be a good strategy.

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

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

- Link the change to the drivers that make it crucial

- "Sell the issue before you try to market the option."

- Be under 60 seconds

(2) what'll actually be different as a result of the change?

(3) who is planning to lose what? Bridges maintains the situational changes aren't as difficult for firms to make as the people affected by the change's psychological transitions. Transition management is really all about seeing the specific situation through the eyes of the other guy. This is a view depending on empathy. It is communication and direction process and works together to bring them. Failure to achieve this, on the IC campaigns section of change leaders, and also a denial of the losses and "lettings go" that individuals are faced with, sows the seeds of mistrust.

5 guiding principles of a great change management communication strategy

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

- Exact targeting - the mental tone and delivery

- Timing schedule - to reach the right people with all the right message

- Feedback procedure - to achieve timely targeting

Failure reasons in change management are many and changed. But one thing is painfully clear. Any organisational initiative that creates change - or has an important change element to it - has a 70% probability of not achieving what was initially envisaged.

The cause is lack of clarity as well as a lack of communication. This is what a Programme Management based method of change is about and why it so significant.

Write a comment

Comments: 0