Strategies For Handling Change - Your Communication Strategy - Say exactly what You Mean And Mean What You

A good Communicating Strategy is right at the core of any successful change management process. The more change there will be IC campaigns afterward the greater the demand - and especially in regards to the plans, the gains, the reasons and projected ramifications of this change. It's important that an effective communication strategy is defined and actioned as soon as you can and then correctly preserved for the length of the change management programme.

There are 2 aspects to some change management communication strategy the balance between information content and emotional resonance; and second the phase of the initiative, in other words prior to and during.

The content and structural facet of your communications

You'll gain significantly from the discipline of a programme-based approach to managing and leading your change initiative, as your communication strategy will probably be based across the following:

- Stakeholder map and analysis [everyone who is going to be affected by the change as well as your assessments of their reactions as well as those impacts ]

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

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

- Programme plan [the steps that will be taken to produce the changes and get the gains - a schedule of endeavors and projects and initiatives ]

The essential FACTUAL questions that your communication strategy should address

and to what level of detail?

- What will be the key used to disseminate advice?

- Who are you wanting be encouraged?

What advice a result of feedback?

- what exactly are the objectives?

- How much advice will be supplied, messages?

- What mechanisms will undoubtedly be used

The crucial PSYCHOLOGICAL questions that the communication strategy should address

Regarding the emotional resonance facet of the communications, John Kotter makes the point that change leaders that are great are great at telling visual narratives with high emotional impact. Kotter illustrates this the anecdote of Martin Luther King who did not 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 great 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 picture of the future and did so in a sense that had high mental impact.

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

to the drivers making it necessary

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

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

- Not use jargon

(2) what'll actually be distinct due to the change? Bridges says: "I go into organizations in which a change initiative is well underway, and that i ask what's going to differ when the change is done-and no one can answer the question... a change might appear very important and incredibly real to the leader, but to the individuals who must make it work it appears fairly subjective and obscure until genuine differences that it will make begin to eventually become clear... the drive to get those differences clear should be an important precedence on the planners' list of activities to do."

(3) who is planning to lose what? Bridges maintains that the situational changes aren't as problematic for businesses to make as the emotional transitions of the people affected by the change. Transition direction is really all about seeing the specific situation through the other guy's eyes. It's an outlook predicated on empathy. It is direction and communication process that recognises and affirms people's realities and works with them to bring them.

5 guiding principles of a good change management communication strategy

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

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

- Exact targeting - to get to the right individuals with the message that is appropriate

- Timing schedule - to achieve timely targeting of messages

- Feedback procedure - to ensure two way communication that is actual

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

The root cause is too little communication and lack of clarity. This is what a Programme Direction based way of change is about and why it so significant.

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