There is a Communication Strategy that is good at the heart of any successful change management process. The more change there will be afterward the greater the demand – and especially in regards to the plans, the gains, the reasons and projected ramifications of this change. It is important that an effective communication strategy actioned when you can and is defined and then properly preserved for the term of the change management programme.
There are 2 aspects to a change management communication strategy: firstly the balance between information content and mental resonance; and second the stage of the initiative, in other words prior to and during.
The structural and content aspect of your communications
You will benefit considerably from the subject of a programme-based approach to leading and handling your change initiative, as your communication strategy will probably be based around the following:
– Stakeholder map and analysis [everyone who will be affected by the change as well as your assessments of their reactions and these impacts ]
– Blueprint [ statement and the clear definition 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 which are taken to create the changes and get the benefits – a schedule of jobs and endeavors and initiatives ]
The key FACTUAL questions your communication strategy have to address
– What are the aims?
– What will be the key messages?
– Who are you attempting to reach?
– What information will likely be communicated?
– When will information be disseminated, and what would be the timings that were related?
– How much information is going to be provided, and to what level of detail?
– What mechanisms will undoubtedly be used to disseminate advice?
– How will feedback be encouraged?
– What will be achieved as a result of feedback? to disseminate information?
– Who are you trying be supported?
What advice a consequence of feedback?
– what exactly are the objectives?
– How much information is going to be supplied, messages?
– What mechanisms will be employed
The vital PSYCHOLOGICAL questions your communication strategy must address
In regard to the mental resonance part of the communications, the point that great change leaders are great at telling visual stories with high psychological impact is made by John Kotter. Kotter exemplifies this the anecdote of Martin Luther King who didn’t stand up before the Lincoln Memorial and say: “I’ve a fantastic strategy” and illustrate it with 10 great reasons why it was a good strategy. Kotter said those immortal words: “I have a dream,” and then he continued to reveal the people what his dream was – he exemplified his picture of the future and did so in a way that had high emotional impact.
William Bridges focuses on the psychological and mental impact and part of the change – and poses these 3 easy questions:
(1) what’s changing? Bridges offers the next guidance – the change leader’s communication statement must:- Clearly express the change leader’s understanding and intention
– Link the change to the drivers making it crucial
– “Sell the issue before you attempt to market the solution.”
– Not use jargon
– Be under 60 seconds in duration
(2) what’ll really be distinct due to the change?
(3) Who’s planning to lose what? Bridges maintains the situational changes are not as problematic for companies to make as the Leadership Communication emotional transitions of individuals impacted by the change. Transition direction is about seeing the situation through the other guy’s eyes. It’s a perspective predicated on empathy. It’s communication and direction process that affirms and recognises 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 guiding principles of a great change management communication strategy are as follows:
– Resonance of message – the message’s mental tone and delivery
– Accurate targeting – to get to the right people with the message that is right
– Timing program – to reach timely targeting
– Feedback procedure – to ensure two way communication that is actual
Failure reasons varied and in change management are many. But one thing is painfully clear. Any organisational initiative that creates change – or has a substantial change element to it – has a 70% probability of not achieving what was originally envisaged.
The root cause of all this failure is dearth of clarity and also a lack of communicating. This is what a Programme Direction based way of change is all about and why it so important.