Techniques For Managing Change - Your Communication Strategy - Say exactly what You Mean And Mean What You

There is an excellent Communicating Strategy right at the heart of any successful change management process. The more change there will be then the greater the need - and especially regarding the gains the reasons, the plans and proposed effects of that change. It is necessary that the effective communication strategy actioned as soon as you can and is defined and then properly kept for the duration of the change management programme.

There are 2 aspects to some change management communication strategy the balance between information content and mental resonance; and secondly the initiative's stage, in other words before the change and during.

The structural and content facet of your communications

You may gain greatly from the subject of a programme-based approach to directing and managing your change initiative, as your communication strategy will likely be based around the following:

- Stakeholder map and investigation [everyone who will be affected by the change and your evaluations of their reactions as well as those impacts ]

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

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

- Programme plan [the measures which are taken to make the changes and get the benefits - an agenda of endeavors and projects and initiatives ]

The key FACTUAL questions that the communication strategy need to address

and to what degree of detail?

- What will be the key used to disseminate information?

- Who are you trying be supported?

What advice a consequence of feedback?

- what exactly are the goals?

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

- What mechanisms will be used

The essential PSYCHOLOGICAL questions that your communication strategy should address

Kotter illustrates this the anecdote of Martin Luther King who did not stand up in front of the Lincoln Memorial and say: "I have a fantastic strategy" and illustrate it with 10 great reasons why it turned out to be a good strategy.

William Bridges focuses on aspect of the change and the emotional and psychological impact - and poses these 3 easy questions:

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

- Link the change to the drivers that make it crucial

- "Sell the problem before you try and market the option."

- Not use jargon

- Be under 60 seconds

(2) what'll really be distinct as a result of the change? Bridges says: "I go into organizations where a change initiative is well underway, and that i ask what will be different when the change is done-and no one can answer the question... a change may seem very significant and incredibly real to the leader, but to the individuals who must make it work it seems quite abstract and obscure until genuine differences that it will make start to become clear... the drive to get those differences clear should be a significant precedence on the coordinators' list of things to do."

(3) Who's planning to lose what? Bridges maintains that the situational changes are not as difficult for companies to make as the emotional transitions of the people impacted by the change. Transition management is really all about seeing the specific situation through the other guy's opinion. It is a perspective based on empathy. It works with people to bring them through the transition and is communicating and management process that recognises and affirms them's realities. Failure to get this done, around the part of change leaders, along with 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 summary the 5 directing principles of a great change management communication strategy are as follows:

- Clarity Role of internal communications of message - to ensure two way communication that is genuine

- Resonance of message - to ensure acknowledgement and relevance

- Exact targeting - the emotional tone and delivery of the message

- Timing schedule - to reach the right individuals together with the message that is correct

- Feedback process - to reach timely targeting



Failure reasons varied and in change management are many. But one thing is clear.

The root cause of all this failure is too little communicating and dearth of clarity. It is what a Programme Management based method of change is all about and why it so significant.

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