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

There is an excellent Communicating Strategy at the heart of any successful change management procedure. The more change there is going to be then the greater the demand - and particularly concerning the plans, the benefits, the reasons and planned effects of that change. It is important that an effective communication strategy actioned as soon as you can and is defined and then correctly kept for the term.



There are 2 aspects to a change management communication strategy: firstly the balance between information content and psychological resonance; and second the stage of the initiative, in other words prior to and during.

The structural and content aspect of your communications

You are going to benefit significantly in the discipline of a programme-based approach to directing and handling your change initiative, as your communication strategy will likely be based across the following:

- Stakeholder map and analysis [everyone who will be affected by the change and your evaluations of these impacts and their reactions ]

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

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

- Programme plan [the steps which are taken to create the changes and get the benefits - a schedule of projects and jobs and initiatives ]

The essential FACTUAL questions that your communication strategy have to address

and to what level of detail?

- What will be the essential used to disseminate advice?

- Who are you looking be supported?

What advice an outcome of feedback?

- What are the aims?

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

- What mechanisms will be utilized

The vital EMOTIONAL questions your communication strategy have to address

Concerning the emotional resonance part of the communications, John Kotter makes the point that great change leaders are great at telling stories that are visual with high psychological impact. Kotter exemplifies this the anecdote of Martin Luther King who failed to stand up before the Lincoln Memorial and say: "I've an excellent strategy" and illustrate it with 10 great reasons why it was an excellent strategy. He said those immortal words: "I have a dream," and then he proceeded to show the people what his dream was - he exemplified his picture of the future and did so in a sense that had high mental impact.

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

to the motorists making it necessary

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

- "Sell the issue before you try and offer the solution."

- Be under 60 seconds in duration

(2) What will really be distinct because of the change? Bridges says: "I go into organizations where a change initiative is well underway, and that i ask what will vary when the change is done-and no one can answer the question... a change may seem really important and incredibly real to the leader, but to the people who must make it work it looks fairly subjective and obscure until genuine differences it will make start to become clear... the drive to get those differences clear should be an important precedence on the coordinators' list of things to do."

(3) who is likely to lose what? Bridges maintains the situational changes are as easy for companies to make as the psychological transitions of the people impacted by the change. Transition management is all about seeing the situation through the opinion of another man. It truly is a perspective depending on empathy. It's management and communication process and works together to bring them through the transition.

5 guiding principles of a good change management communication strategy

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

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

- Timing program - to get to the right individuals together with the message that is right

- Feedback process - to achieve timely targeting of messages

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

The root cause is dearth of clarity along with a deficiency of communicating. This is exactly what a Programme Direction based approach to change is about and why it so important.

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