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

What information a result of feedback?

- what exactly are the aims?

- How much information will be provided, messages?

- What mechanisms will undoubtedly be used

The crucial EMOTIONAL questions your communication strategy need to address

Kotter illustrates this the anecdote of Martin Luther King who did not stand up in front of the Lincoln Memorial and say: "I've an excellent strategy" and illustrate it with 10 good reasons why it was an excellent strategy. He said those immortal words: "I have a dream," and then he continued to reveal the people what his dream was - he illustrated his graphic of the future and did so in a sense that had high mental impact.



William Bridges focuses around facet of the change and the Comment8Engage psychological and emotional impact - and poses these 3 easy questions:

to the drivers which make it necessary

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

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

- 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 inquire what's going to vary 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 people who need to make it work it seems fairly intangible and obscure until genuine differences it will make start to eventually become clear... the drive to get those differences clear should be a significant precedence on the planners' list of activities to do."

(3) who is planning to lose what? Bridges maintains the situational changes aren't as difficult for businesses to make as individuals affected by the change's psychological transitions. Transition direction is focused on seeing the situation through the eyes of the other guy. It truly is an outlook depending on empathy. It is communicating and management process that recognises and affirms people's realities and works together to bring them. Failure to accomplish this, 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 an excellent change management communication strategy

So, in outline the 5 guiding principles of an excellent change management communication strategy are as follows:

- Clarity of message - to ensure recognition and relevance

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

- Precise targeting - to reach the right people together with the message that is right

- Timing schedule - to reach timely targeting of messages

- Feedback procedure - to ensure genuine 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 substantial change component - has a 70% chance of not achieving what was originally envisaged.

The cause of all this failure is too little communication along with lack of clarity. This is what a Programme Management based approach to change is all about and why it so significant.

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