Techniques For Managing Change - Your Communication Strategy -

What advice a result of feedback?

- What are the objectives?

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

- What mechanisms will undoubtedly be *properly to reach?

- How will feedback will be conveyed?

- What is going to be achieved as be disseminated, and what are the relevant timings?

The vital MENTAL questions your communication strategy have to address

Kotter exemplifies this the anecdote of Martin Luther King who did not stand up facing the Lincoln Memorial and say: "I have an excellent strategy" and exemplify it with 10 good reasons why it turned out to be an excellent strategy. He said those immortal words: "I've a dream," and then he proceeded to show the people what his dream was - he illustrated his graphic of the future and did so in ways that had high emotional impact.

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

to the drivers which make it necessary

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

- "Sell the problem Effective leadership before you try and market the solution."

(2) what'll really be distinct due to the change?

(3) Who's planning to lose what? Bridges maintains that the situational changes are as easy for businesses to make as the people impacted by the change's psychological transitions. Transition direction is about seeing the specific situation through the eyes of another man. It really is a view based on empathy. It's management and communicating process that recognises and affirms people's realities and works together to bring them.



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

So, in summary the 5 directing principles of a good change management communication strategy are as follows:

- Clarity of message - to ensure acknowledgement and relevance

- Resonance of message - the message's mental tone and delivery

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

- Timing schedule - to achieve timely targeting

- 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 element to it - has a 70% probability of not achieving what was initially envisaged.

The cause of all this failure is lack of clarity as well as a deficiency of communication. That is what a Programme Management based way of change is really all about and why it so important.

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