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Strategies For Handling Change -

There is a good Communication Strategy right at the core of any successful change management procedure. The more change there will be afterward the greater the demand - and notably regarding the strategies, the benefits, the reasons and planned effects of that change. It is necessary that an effective communication strategy actioned when you possibly can and is defined and then correctly kept for the length.

There are 2 aspects to a change management communication strategy: firstly the balance between information content and psychological resonance; and secondly the initiative's phase, in other words before and during.

The structural and content facet of your communications

You are going to gain greatly in the area of a programme-based approach to leading and handling your change initiative, as your communication strategy will be based across the following:

- Stakeholder map and investigation [everyone who will be affected by the change along with your evaluations of these impacts as well as their reactions ]

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

- Vision statement and pre-programme preparation process [ the high level vision and also analyse the impacts and the follow-up pre-planning process to unpack the vision ]

- Programme strategy [the measures that will be taken to create the changes and get the gains - an agenda of endeavors and jobs and initiatives ]

The crucial FACTUAL questions that your communication strategy have to address

- what exactly are the goals?

- What are the crucial messages?

- Who are you trying to reach?

- What advice will likely be communicated?

- When will information be disseminated, and what would be the timings that were relevant?

- How much information is going to be supplied, and to what degree of detail?

- What mechanisms will undoubtedly be utilized to disseminate information?

- How will feedback be encouraged?

- What will be done as a result of feedback? to disseminate advice?

- Who are you trying be encouraged?

What information a consequence of feedback?

- What are the aims?

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

- What mechanisms will likely be *properly to reach?

The vital EMOTIONAL questions that your communication strategy need to address

Regarding the mental resonance aspect 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 exemplifies this the anecdote of Martin Luther King who didn't stand up facing the Lincoln Memorial and say: "I've a great strategy" and exemplify it with 10 great reasons why it turned out to be a great strategy. He said those immortal words: "I have a dream," and then he continued to show the folks what his dream was - he exemplified his image of the future and did so in a sense Communicating change that had high psychological impact.

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

(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

- Link the change to the motorists that make it crucial

- "Sell the problem before you try and offer the option."

(2) what'll really be different as a result of the change? Bridges says: "I go into organizations where a change initiative is well underway, and I inquire what is going to vary when the change is done-and no one can answer the question... a change may seem very significant and extremely real to the leader, but to the individuals who must make it work it appears rather intangible and obscure until genuine differences it will make begin to become clear... the drive to get those differences clear should be an important priority on the planners' list of activities to do."

(3) who is going to lose what? Bridges maintains that the situational changes are as easy for businesses to make as individuals impacted by the change's emotional transitions. Transition direction is focused on seeing the specific situation through the other guy's opinion. It's a perspective predicated on empathy. It works with people to bring them and is communication and management process that recognises and affirms them's realities.

5 guiding principles of a great change management communication strategy

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

- Clarity of message - to ensure two way communication that is actual

- Resonance of message - to ensure relevance and recognition

- Accurate targeting - the message's emotional tone and delivery

- Time program - to get to the right people with the message that is proper

- Feedback process - to attain timely targeting

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

The root cause of all this failure is too little communicating as well as lack of clarity. It is what a Programme Management based way of change is all about and why it so important.

Tags: business

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