communications retreat presentation.ppt - 0 - communication for change un retreat day 1 kievits...

Communications Retreat presentation.ppt - 1 -

“COMMUNICATION FOR CHANGE”UN RETREAT

DAY 1

Kievits Kroon Country Estate

3 May 2007


DAY ONE AM SEATING PLAN

Michael Coleman (Viet)Nora Kushti (Alb)

Cyriaque Ngoboka (RW) Peter Reeh (Moz)

Zarak Saleem Jan (Pak)Esteban Zunin (Uru)

Nora Godwin (UNICEF)Manoel de A. e S. (DPI)

Table #2

Thierry Delvigne-Jean (Moz)Tahiro Gouro (CV)Eldisa Lloshi (Alb)

Silvia da Rin Pagnetto (Uru)Theresa Smout (Tanz)

Nguyen Thi Ngoc Van (Viet)

Nick Parsons (FAO)Peter Smerdon (WFP)

Table #3

Raabya Amijad (Pak)Sari Bjornholm (CV)

Caroline Den Dulk (Viet)Eshila Maravanyika (Tanz)

Frederik Matthys (RW)Luis Zaqueu (Moz)

Corinne Perthuis (ILO)Cassandra Waldon (UNDP)

Table #1


INTRODUCTION & OBJECTIVES

Introductory remarks

Three objectives:

• To develop a shared understanding of communication challenges and opportunities associated with ‘One UN’ implementation

- Including best practices sharing

• To assist pilot countries in strategic communications planning

- Identification of audiences, messages and channels for effective external and internal communication on the “One UN” pilots

• To strengthen participants’ ability to use communication as an effective tool for implementing UN reform

- Hands-on training component

Kick-off

• Your name and role•“Two truths and a lie”

• The one most important thing you want to get out of this retreat

Kick-off

• Your name and role•“Two truths and a lie”

• The one most important thing you want to get out of this retreat


MAP OF TODAY

Ensure agreement

on objectives

Opening discussion on opportunities and challenges

Approaching change from

communication perspective

Strategic communication

tools

Sharing communication

experiences

Concrete steps and activities in 2007

(and beyond)

8:45

18:00

CoffeeBreak~11:30

Lunch~13:15

00

11

22

33

44

55

CoffeeBreak~4:15


PREVIEW: PLAN FOR TOMORROW & SATURDAY

Introduction, review of

objectives & format

Internal & external stakeholders and

views

Working groups: developing comm plans

Role-plays, refinement of comm plans

Wrap-up, support needs, next steps

8:30

~17:00

Lunch ~13:15

00

11

22

33

44

CoffeeBreak

Focal point networking session

55

Hands-on communication

training

SaturdaySaturdayFridayFriday


SPIRIT OF THIS RETREAT: KEEP AN OPEN MIND, BE CREATIVE!Even After Knowing The Facts You Can Still See Things Differently

Both horizontal lines are the same length

Source: "The forgotten half of change", L. de Brabandere, Pages 56-59

“You don’t see the world as it is, you see it as you are” – Kant “You don’t see the world as it is, you see it as you are” – Kant


This is a picture taken from a book published in Africa a long time ago

Can you tell in what environment the characters are?

Is the family inside or outside of the building?

Task

Again, we don’t see the picture as it is, we see it as we areAgain, we don’t see the picture as it is, we see it as we are

Source: “Perception and Creativity", L. de Brabandere, May 2006

THINKING CREATIVELY CAN BE ABOUT SEEING WHAT LIES IN FRONT OF OUR EYES


THE UN, THE REFORM AGENDA AND COMMUNICATIONS

Rubric:

• Facilitator to present ideas as needed to spark discussion

• Identify a spokesperson for each table

• Each table to discuss current status (~15min)

• Spokesperson raises three key questions/issues for table, followed by discussion (~10min each)

Question guide:

• Why are we here? – What are the key communications opportunities and challenges relating to ‘One UN’?

• Is it all clear – what needs clarification?

• Our vision – how do we imagine the end result of the change process (relating to communication)?


BACKGROUND: RATIONALE FOR ‘ONE UN’

Diluted and ill-defined UN

value proposition

Unrealized synergies • fragmented plans & programmes

Blurred accountability & responsibility

• RC role, relationship to UNCT & RDT

Complex, un-adaptive interfaces• to customers (governments)• to donors

Unnecessary cost• duplicated activities & support

Opaque economics• UNCT funding and outputs

‘One UN’ – retaining diversity while delivering as one

• One Leader

• One Programme

• One Office

• One Budgetary framework

Problems Diagnosis Solution


HLP RECOMMENDATIONS REFLECT CHANGING WORLD AND ACCELERATE ONGOING REFORM AGENDA

1997 2001 2004 2005 2006

Creation of UNDG

Common services

pilot, leading to strategy (2001-03)

Major Events /

UN Reform Reports

Reform initiatives

2000 Millennium Summit –

creation of MDGs

Implementation

of CCA and UNDAF

processes

Common country

programming process launched

First JO launched:

Cape Verde

HLP on systems

coherence report

2005 World Summit –

assessment of MDG

progress

ECOSOC recommendat

ions

TCPR(JO request

initially made)

Paris Declaration

on Aid Effectiveness

Eight ‘One UN’ Pilots


HQ INTERVIEWS GAVE INSIGHTS ON PROBLEM DIAGNOSIS, SUCCESS STORIES AND IMPLEMENTATION BARRIERS

Highlights of What We Heard From UN Stakeholders

Key problems of status quo in programming, operations, branding and interfacing• Limited joint programming (“Reality is integrated...we disaggregate it”)• Inefficient back office (“We look foolish to recipients and donors by duplicating operational

activities”)• Distinct brands but lack of unity (“UN spends a lot of money on flags, not on product”)• High interfacing transaction costs (“Small countries just can’t cope with so many agencies”)

Success stories driven by joint programming, common services and attention to government needs• Cross-cutting issues like HIV / AIDS drive programming coordination (“Issues, not agencies,

drive cooperation”)• Significant cost savings found in back office (e.g., common mailroom services)• Governments drive JO forward when they feel their needs are addressed and views

considered

Implementation barriers include issues of fiscal authority, agency visibility, RC role and legal status• “Common budget framework” vs. unified budget• Fears for visibility drive some opposition (“UNDP is now the only brand seen”)• RC role must be neutral, and capable of providing technical leadership• Legal issues resulted in the “support agency model”, with significant HR concerns

At stake could be the relevance of the UN: “If the UN is not attractive enough, we [the donors] can give our money to other players”

At stake could be the relevance of the UN: “If the UN is not attractive enough, we [the donors] can give our money to other players”

Source: Interviews


KEY CONSIDERATIONS FOR ALL PILOTS

Need to move forward swiftly but carefully – “rush slowly”• Shared appetite for pilots to move as swiftly as possible (and all are at

different starting points)• Enabled by agency permission to experiment beyond existing practices

(systems, processes, etc)• At the same time, careful planning (implementation, communications) will

help avoid missteps

Need to ensure clear and frequent communication• Resolve as much uncertainty as possible about plans going forward –

ensure UN country staff, agency HQ, RDTs and others are aligned• Provide transparency and formal consultative discussions to involve

government in implementation• Desire for as much inclusivity as possible (while “rushing slowly”)

Need to build appropriate governance • Process remains as locally-driven as possible, now with defined channel for

receiving support and guidance from HQ (and clear role for RDTs)

Need appropriate “freedoms” and authority• e.g. Freedom to define communications messaging locally within country

teams, or among the communications focal points


SOME KEY QUESTIONS FOR ALL PILOTS

How to decide what priorities go into “strategic core” section of “One Programme”?

How to synthesize key elements of existing country planning documents? “UNDAF-down” approach vs “joint programmes-up” approach?

How to meaningfully institutionalize elements of “One Leader”?

How to scope and build out the required RCO functions?

How to engage the entire staff at country level?

How to establish the right “freedoms” for country teams?

How to develop effective partnerships with each other, with government & donors?

How to CHANGE?!

What does it mean for pilot communications?What does it mean for pilot communications?


SESSION I: COMMUNICATIONS AS KEY TO SUCCESSFUL CHANGE MANAGEMENT

• Align organization design• Align HR processes and performance

management, IT & finance systems

“Hardwire change”

• Provide governance, project management• Design roadmaps to deliver results• Rigorous monitoring, progress tracking• Conduct capacity assessments

“Manage for results”

“Communicate continuously and intensively”

3

4

• Create and execute internal & external communications plans, aligning stakeholders• Define and communicate minimum acceptable standards and principles• Establish knowledge-sharing mechanisms

6

• Engage senior leaders • Align stakeholder beliefs & behavior• Recognize & manage the emotional journey• Gauge readiness. willingness, ability

“Mobilize the organization”

• Create burning platform

• Build compelling vision

• Translate vision into manageable change initiatives

“Create changeagenda”1

2

• Monitor and refine change management capabilities

• Start to close identified capability gaps

• Identify and propagate best practices

“Sustain change”

5

Source: BCG case experience, Sirkin, Keenan & Jackson, “The Hard Side of Change Management” (HBR 2005) and Ostroff, “change Management in Government” (HBR 2006)


WHAT IS CHANGE MANAGEMENT?

Change Management (CM) is providing structured support as an organization implements an initiative or a program of well planned initiatives along a set

pathway, to realize its vision and thereby fundamentally improve its performance

As the UN looks to implement the One UN reform initiative:• It will require structured support through coordination along the various One UN dimensions, as well as liaising with HQ and monitoring

and evaluating the changes and results• It will progress along a pathway of capturing key lessons learned from a set of pilot countries, driven through country-specific actions

and changes, which can then be shared with all other member countries• It will move towards the vision of operating as one cohesive unit, both programmatically and operationally, at the country level and

transcending all agency mandates and boundaries• It will fundamentally improve the ability of the UN to effectively serve the needs of its beneficiaries through the optimal use of its

resources and capabilities


Changing REALITY

Is called INNOVATION

Requires action

The process is continuous

Its impact should be measured

Takes a long time

Delivers something new to the system

Is a challenge for a team

Project management is required

The fuel is practical ideas and useful suggestions

ANOTHER WAY OF THINKING ABOUT CHANGE: THERE ARE TWO TYPES, STARTING WITH ‘REALITY’

But retroactive feedback protects the system and helps it keep its balance, “the more something changes, the more it becomes the same”

But retroactive feedback protects the system and helps it keep its balance, “the more something changes, the more it becomes the same”

Source: "The forgotten half of change", L. de Brabandere, Pages 9,14

Changing Reality

Change

Time

Please compare this slide with following one


Changing PERCEPTION

Is called CREATIVITY

Requires thinking

The process is discontinuous

Its impact cannot be measured

Takes an instant

Envisions a new system

Is a challenge for an individual

Brainstorming is required

The fuel is questions, surprises, strange and incomplete ideas

SECOND TYPE OF CHANGE: CHANGE IN PERCEPTION (A JOB FOR COMMUNICATIONS TEAMS!)

For this change in perception to happen at least one of the system’s rules – a hypothesis, a judgment or a stereotype – has to be broken

For this change in perception to happen at least one of the system’s rules – a hypothesis, a judgment or a stereotype – has to be broken

Source: "The forgotten half of change", L. de Brabandere, Pages 9,14

Changing Perception

Time

Change


BOTH TYPES OF CHANGE ARE NEEDED TO CREATE IMPACT


Changing Reality Changing Perception

Creating‘One UN’

Harrmonizing business processes, common M&E, developing strong TWGs and joint programmes

Making people see themselves as part of a new and different entity

Learning to be punctual

Using an appointment book, waking up earlier, scheduling time between meetings Seeing punctuality as more efficient

Learning French

Taking private lessons Falling in love with a French girlfriend!!!

Company goingglobal

Opening new branches and stores around the world

People seeing other country offices as being part of the same company

If you want to change, you need to change twice: not only the reality of the situation but also the perception of this reality

If you want to change, you need to change twice: not only the reality of the situation but also the perception of this reality

Even in a personal level in order to create real impact you need to change both...

Examples


TO CHANGE IS TO CHANGE TWICE: PERCEPTION AND REALITY A Change in Perception is Required for a New Strategic Vision to Emerge

Source: "The forgotten half of change“, L. de Brabandere

Two processes with different characteristicsTwo processes with different characteristics

Old Strategic

Vision

New Strategic

Vision

Time

Time

Change in Perception

Change

Change

1

Change in Reality2

Two Types Of Change Tools For Change

Innovation

Creativity

Time

Change

Old Strategic

Vision

New Strategic

Vision


THE NEW STRATEGIC VISION REPRESENTS THE CHANGE IN PERCEPTION AND ALLOWS FURTHER CHANGES IN REALITY

1

2

3

4

5

6

7

8

9

10 11

12

World that changes

Perception

Imagination

Judgment

Reality

Change

Time

7

World that changes

New ideas

New good idea

New Strategic

Vision

Source: "The forgotten half of change”, L. de Brabandere


PARADIGM SHIFT EXAMPLE: BICExample Example

Ideas

Megatrends

InfluenceReality

Change

Time

Consumer Needs

Consumer Needs

Old Vision:

“Our Business Is Writing”

New Vision:

“We Can Produce Disposable”

Lighters Razors

Perception

Pens


PARADIGM SHIFT EXAMPLE: GOOGLEExample Example

Ideas

Megatrends

InfluenceReality

Change

Time

IT Trends

IT Trends

Old Vision:

“Let’s Make The Best Search Engine”

New Vision:

“We Should Know Everything”

GoogleDesktop

GoogleEarth

Perception

Google


CHANGE IN REALITY NEEDS TO BE PROTECTED FROM RISKS BY RIGOROUS PROJECT MANAGEMENT

Risks to changing reality...

Change

Time

Lack of Buy-in

No up-front planning

Unclear deliverables

• Allocate sufficient time to set up tracking systems

• Identify and lock down key metrics, milestones, interdependencies, etc.

• Dedicate personnel to tracking

• Steer towards key milestones using tracking systems

• Manage issue resolution process

• Clarify what is needed, from who, and when

• Coordinate senior-level engagement to create buy-in

• Identify and engage opinion leaders within the UNCT

• Ensure clarity on governance of project management (scope, deliverables)

...addressed by project management

1

2

3


CHANGES IN PERCEPTION ARE PROMOTED AND DEFENDED BY INTENSIVE COMMUNICATION

Changing Perception...

Time

Ch

ang

e

• Appropriate media channel for external sources

• Regular and frequent communications

• Consistent messaging

• Regular communication, even when nothing is certain

• Build trust through consistent messaging

• Consistent messaging and support for ‘One UN’ sought from agency HQ

• Regular and frequent communications

...and addressed by communications

• Lack of external recognition

- “We don’t understand ‘One UN’ – you still seem the same”

• Emotions cloud perceptions

- “I can’t buy in: what’s happening with my job?”

• Lack of internal buy-in to new vision

- “My agency remains my top priority”

...under threat...

Need for a communications plan, addressing threats with defined stakeholders, media, message and frequency

Need for a communications plan, addressing threats with defined stakeholders, media, message and frequency


COFFEE BREAK


CHANGING PERCEPTION IS A DIFFICULT TASKOur Brain is Designed to Think in a Certain Way


Changing perception becomes difficult because:

• Although the world has been changing, the human brain has remained the same

• The human brain is “hard wired” to think in a certain way (“laws of perception”)

• Perception is linked and influenced by culture

• Brain creates patterns for us

IDEA

Although you see a rectangle, one doesn’t exist

Your brain prefers to see a square, but there

is no square

And there is no white bar!!!

Our brain looks for patterns under each condition and tries to “finish the history”, this behavior is ruled by the laws of perception

Our brain looks for patterns under each condition and tries to “finish the history”, this behavior is ruled by the laws of perception


OPTICAL ILLUSIONS TEACH US ALSO THAT OUR WAY OF SEEING THE WORLD IS GOVERNED BY STRANGE LAWS

Source: "The forgotten half of change", L. de Brabandere, Pages 50, 51

Can you see the grey dots at the intersections?...

...but if you try to focus on one grey dot it will disappear

It is not so obvious...

But the circles in the centers are of the same size


BEWARE THE WAY YOU SEE THE WORLD

Our perception deforms things, foreshortens and fogs our view, leads us into errors

• Just need to buy a car model X to start seeing more and more of them on the roads


Seeing vs.Perceiving

Seeing vs.Believing

Seeing vs.Knowing

Seeing vs.Hoping

One’s convictions get caught up in the story too, we believe what we see, but sometimes we see what we believe

• When you believe someone is good you “see” his/her goodness

What we have experienced or learned in the past forms the “axes” of our system of seeing or analyzing things in the future

We see and we believe much more easily what we want to be true

• The sales of economic newspapers go up when the stock exchange does well

“You don’t see the world as it is, you see it as you are” – the same is true of audiences for your communications!

“You don’t see the world as it is, you see it as you are” – the same is true of audiences for your communications!


DRIVING TO A NEW IDEA IS ABOUT FINDING A NEW FORMCommunicating One Detail Can Change the Perception of the Whole


What is this? The beginning of a map, a maze, the letter “H”?

Once the “H” is seen, it is difficult to return to “simply 3 unconnected lines”

By adding an additional line (change in form) the idea of the “H” is destroyed...

...but the idea of the maze moves forward

As with the “H” image, once you see or have an idea, there is something irreversible about it

As with the “H” image, once you see or have an idea, there is something irreversible about it


UNDER THE PRESENCE OF AMBIGUITY SOME SITUATIONS CAN BE PERCEIVED AND INTERPRETED IN MORE THAN ONE WAY

What Do You See?

There are obviously two ways of seeing this image: as a cup or as two faces!There are obviously two ways of seeing this image: as a cup or as two faces!


AN EXERCISE: WHAT DO YOU SEE? A Collection Of Black Smudges?


Stop for a while and give yourself a second opportunity...try to construct a coherent whole, but this process is complicated

because you don’t know what you are looking for

Stop for a while and give yourself a second opportunity...try to construct a coherent whole, but this process is complicated

because you don’t know what you are looking for


AGAIN, ALL OF A SUDDEN AN IMAGE APPEARS

Finding patterns and coherency is a good way of thinking, BUT this brain’s persistence can inhibit our ability to find new ideas...Finding patterns and coherency is a good way of thinking, BUT this brain’s persistence can inhibit our ability to find new ideas...

You will never see them if you don’t believe they exist

They are difficult to find

It’s easier in a group

They have an irreversible trait to them

They appear all of a sudden

Both, the new image and new idea are made up of elements that are not in themselves new


1

2

3

4

5

6

Six analogies between construction of images and ideas:

A Cowboy on Horseback Facing to the Left?


KEY TAKEAWAYS OF THIS SECTION

Perception is governed by laws

Some of them are “hardware” (optical illusions) but most of them “software” (how we have become programmed)

You don’t see the world as it is, you see it as you are

Ambiguity can make us perceive the same thing in different ways

We tend to think using forms: stereotypes, patterns and paradigms

Bad decisions are not necessarily due to lack of information, but often to the way our mind works


SESSION I CONTINUED: SUCCESSFULLY HANDLING COMMUNICATION IN CHANGE EFFORTS

Measure and follow up

Ensure effective execution

Develop communication

strategy

Get to know your audience

Start with the "Desired Outcome"

Feedback loops


START FROM THE "DESIRED OUTCOME"You always communicate for a purpose, not for the sake of communicating

Where do we stand today? What can we build on?

What needs to change?

How to build communication to support reaching the

desired outcome?

Today's situation

What new ways of working, thinking, behaving do we

want to see implemented?

When? By who?

"Desired outcome"


GET TO KNOW YOUR AUDIENCE

Good preliminary audience analysis allows you to...Good preliminary audience analysis allows you to...

Use available resources in the most effective way• Don't attempt to do everything• Be proactive where it counts

Focus time and energy• Differentiate type and intensity of intervention

over time, i.e. who’s first, needed later, etc.

Prioritize efforts• Design quick wins and long-term approach


STRATEGIC COMMUNICATIONS PLANNING

Approach Impact on One UN Programme at Country Level

Develop communication plan• Ensure clear senior ownership of content and

prepare for their role in communication• Define audiences• Assess communicational needs (media, frequency,

message) for each audience• Make detailed communication plan

- process sequence, timeline and accountabilities• Align with internal communications department and

external agencies

Execute communication plan• Rigorous execution of communication plan• Align communication initiatives with the 'central’ HQ

communication plan

Monitor results• Observe and measure employee perception• Safeguard correct information flows

1

2

3

Entire UN organization, across agencies, becomes committed and shares goals

Employees and all relevant stakeholders (i.e. government, NGO’s) involved and appropriately targeted with key messages

Clear agreement on tasks and responsibilities within UN communications team

Well informed staff, leading to shared vision, and commitment to change

UNCT leadership aware of 'change morale' amongst staff


FIRST STEP: IDENTIFICATION OF RELEVANT STAKEHOLDERS AND CONCERNS

UNCT & UN staff in-country

Host governments

Donors

Wider UN system

...

Stakeholders Potential concerns?

Job security, process complexity

Weakening the UN

Evidence of progress

Perceptions of UN reform

...

Other stakeholder groups as well, subsets of the ones above, etc

Other stakeholder groups as well, subsets of the ones above, etc


APPROPRIATE MEDIA CHANNEL FOR EACH GROUP DETERMINED BY CONSIDERATION OF FORMALITY AND REACH

Discussions (one to one or group)

Presentations

Voice messages /Conference calls

Letter to staffFormal

Informal

Media

One to ManyOne to OneReach

Benefits of One UN

For HQ

For UNCT

For children

For gov.

Com toolkit

Key messages• Objectives• Rationale

Key staff concerns to address

UKUKUS

Every month ?

By field office or HQ?

Existing media to be leveraged where appropriateExisting media to be leveraged where appropriate


IDENTIFICATION OF AVAILABLE MEDIA

Examples of top-down communications

Formal memo updates / announcements

Bulletin board announcements

Emails

Newsletter articles (share success stories)

Management presentations• Department meetings• Staff meetings

Formal training sessions (large / small groups)• New processes, forms, schedules

Internet

FAQs

Examples of interactive communications

Small group / department discussions

Focus groups

One-on-ones with vocal resistors

Telephone briefings / surveys

Pilot group feedback sessions • What’s working / not working

Web surveys / pulse checks• Good for questions about attitudes and

motivations, impact of change

Anonymous question / suggestion box

Team-building / trust-building activities

Which ones are at your disposal? Goal should be to use wide range of media as appropriate, but with consistent message

Which ones are at your disposal? Goal should be to use wide range of media as appropriate, but with consistent message


DEFINE COMMUNICATION FREQUENCY AND MEDIA CHANNEL FOR EACH STAKEHOLDER GROUP

Frequency Media

... ...Agency HQ

... ...Regional Leadership

... ...DGO, CEB, SG

... ...Senior Management

... ...All pilot staff

... ...Key Opinion Leaders

... ...Staff At Risk

HQ etc

PilotCountry


PROFILE CURRENT COMMUNICATIONS TO IDENTIFY GAPS

Formal

Informal

Media

One to ManyOne to OneReach

MgmtReports

NewsLetters

UN retreats

All staffbulletin

Extranetsite

Senior management

Audience

All staff

Example: Internal UN Stakeholders

Intranetsite

What conclusions can we draw?

Need increase in informal, one-to-one support being generated

Need additional sources for informal and widespread distribution of information (Intranet site)

Need more targeted one-to-one, formal communications to bolster buy-in across the system

...


DEVELOP RELEVANT MESSAGES PER TARGET GROUP

Key questions to ask:

• What do I want my audience to know/feel/do/remember ?

• What does my audience know about the topic ?

• What do they need/want to know ?

• What are my audience's concerns, fears, hopes related to the topic ?

• What "trading" possibilities do I have ?

- what does the audience need/want that we can offer ?

• How do they like to get information?

• How do we get feedback from them?

• ...

Common ways to fail...• Communicate “management” values, not employee values• Use “management” language, not employee language• Ignore implications in day-to-day actions• Present in stiff, easy to ignore manner


TEMPLATE FOR PILOT COMMUNICATIONS STRATEGIES

Govern-ment

Perception ChannelKey message

Timing / Location

Measure-ment

Owner / Spoke-people

Supporting

materialRemarksObjectiv

e ActionAudience

Comms plan

Key opinion leaders (UNCT)

All Pilot staff

Donors


CHECKLIST: COMMUNICATIONS PLAN SHOULD ANSWER ALL THESE QUESTIONS

Do we know what the preferred communication approach and tools are?

Do we know what has already been communicated about the project (internally and externally) and how things were received?

Is top management aware of the necessity and impact of communication? Are they ready to invest time and effort in communication?

***

Do we have a clear idea of who the various target groups/stakeholders are, what they know, how they feel, what they expect?

Do we know what our goals are for each group?

Is there an overall communication plan for the duration of the change effort? Are the immediate short-term steps fully detailed, agreed upon and prepared (dates, sequence, for whom, what, by whom, end-products, follow-up, ...)?

Do we have the tools/processes in place to measure the effects of the communication (feed-back loop) and ensure corrective actions are taken?

***

Are the external and internal communication approach/messages coherent and coordinated?


COLLECT FEEDBACKAnd act on it !

Ways to collect feedback

• Surveys (written, web-based, telephone, ...)

• Written evaluations/comments

• Performance reviews; 360 feedback

• Pulse checks

• Feedback collected during meetings or gatherings

• Field visits

• One-to-one interviews

• Focus groups

• Eating in employee restaurants and understanding “word on

the street” / rumours

Formal

Informal


Make messages as concrete as possible10

KEY SUCCESS FACTORS FOR INTENSIVE COMMUNICATIONS

Acknowledge past projects, efforts, successes

6

Put yourself in the shoes of the receiver: how would you react to the message?

7

Keep in mind that people's first question is: what's in it for me?

8

Make sure to involve HR in the processto validate approach with them (staff associations, etc.)

2

Anticipate and measure: Communication is about 'action/reaction'

3

Make sure your communication is followed up by action: make it real to build trust

4

Make sure to involve top management in the communication process

1

Content success factorsProcess success factors

Link project with other initiatives in the organization:How does it all fit and make sense?

9

Listen ! And allow for interaction andtwo-way communication

5

Remember, you can never communicate enough...Remember, you can never communicate enough...


SOME FINAL THOUGHTS:DON'T FALL PREY TO COMMUNICATION MYTHS

The following myths are very prevalent and they are absolutely wrong. If you find yourself thinking these things, an alarm bell needs to go off!

• We want to wait until we are ready with all the answers before we communicate

• We aren't communicating because we haven't said anything yet

• The only people we need to be concerned about are the ones who are participating now

• We don't need to communicate because there is nothing new

• We've addressed this before so it's done

• They know what we know; all they're interested in is the results

• It's someone else's job to communicate

• It may have taken us months to figure this out, but you can get it in one presentation/article/conversation


LUNCH


DAY ONE PM SEATING PLAN

Raabya Amijad (Pak)Nora Kushti (Alb)Peter Reeh (Moz)

Nguyen Thi Ngoc Van (Viet)Esteban Zunin (Uru)

Frederik Matthys (RW)

Nora Godwin (UNICEF) Corinne Perthuis (ILO)

Table #2

Thierry Delvigne-Jean (Moz)Tahiro Gouro (CV)Eldisa Lloshi (Alb)

Zarak Saleem Jan (Pak)Theresa Smout (Tanz)Michael Coleman (Viet)

Manoel de A. e S. (DPI)Peter Smerdon (WFP)

Dawn Minott (RDT)

Table #3

Sari Bjornholm (CV)Cyriaque Ngoboka (RW) Caroline Den Dulk (Viet)

Eshila Maravanyika (Tanz)Silvia da Rin Pagnetto (Uru)

Luis Zaqueu (Moz)

Cassandra Waldon (UNDP) Nick Parsons (FAO)

Table #1


SESSION II: SHARING EXPERIENCES AND BEST PRACTICES

Rubric:• Discuss best practices for coordinating communication – share

examples from some pilots, input from resource people• Break into groups and identify a new spokesperson for each table

- Each table to discuss themes and best practices, building on all the discussion to date

- Discuss what elements are local vs all pilots vs global- Discuss identified support needs, to be noted for discussion- Come up with creative new ideas to add (?!)- Propose some concrete steps for 2007 and beyond

• Spokesperson raises key issues for table, followed by discussion- Discuss best practices for coordinating communications at

country level and more broadly- Understand what it would take to achieve end-state vision

identified earlier

Discussions and flip-chart output on all of the topics (here and previous) will be summarized for discussion tomorrow morning

Discussions and flip-chart output on all of the topics (here and previous) will be summarized for discussion tomorrow morning


STOP YAWNING, AND GO PLAY OUTSIDE...

See you at 7:30pm for drinks / dinner!See you at 7:30pm for drinks / dinner!


“COMMUNICATION FOR CHANGE”UN RETREAT

DAY 2

Kievitz Kroon Country Estate

4 May 2007


DAY TWO SEATING PLAN

Raabya Amijad (Pak)Sari Bjornholm (CV)

Thierry Delvigne-Jean (Moz)Caroline Den Dulk (Viet)

Eldisa Lloshi (Alb)Silvia da Rin Pagnetto (Uru)

Nora Godwin (UNICEF)Peter Smerdon (WFP)

Dawn Minott (RDT)

Table #2

Michael Coleman (Viet)Tahiro Gouro (CV)

Zarak Saleem Jan (Pak)Nora Kushti (Alb)Peter Reeh (Moz)

Theresa Smout (Tanz)

Manoel de A. e S. (DPI)Nick Parsons (FAO)

Table #3

Eshila Maravanyika (Tanz)Frederik Matthys (RW)

Cyriaque Ngoboka (RW) Nguyen Thi Ngoc Van (Viet)

Luis Zaqueu (Moz)Esteban Zunin (Uru)

Ashik Ganapathy (RDT)Cassandra Waldon (UNDP)

Corinne Perthuis (ILO)

Table #1


INTRODUCTION & RECAP OF OBJECTIVES

Introductory remarks

Three objectives:

• To develop a shared understanding of communication challenges and opportunities associated with ‘One UN’ implementation

- Including best practices sharing

• To assist pilot countries in strategic communications planning

- Identification of audiences, messages and channels for effective external and internal communication on the “One UN” pilots

• To strengthen participants’ ability to use communication as an effective tool for implementing UN reform

- Hands-on training component


RECAP: YESTERDAY...

Ensure agreement

on objectives

Opening discussion on opportunities and challenges

Approaching change from

communication perspective

Strategic communication

tools

Sharing communication

experiences

Concrete steps and activities in 2007

(and beyond)

8:45

18:00

CoffeeBreak~11:30

Lunch~13:15

00

11

22

33

44

55

CoffeeBreak~4:15


PLAN FOR TODAY & TOMORROW

Introduction, review of

objectives & format

Internal & external stakeholders and

views

Working groups: developing comm plans

Role-plays, refinement of comm plans

Wrap-up, support needs, next steps

8:30

~16:30

Lunch ~13:15

00

11

22

33

44

CoffeeBreak

Focal point networking session

55

Hands-on communication

training

TomorrowTomorrowTodayToday


REMEMBER: ‘CHANGING TWICE’ (OR EVEN JUST ONCE) WILL RESULT IN AN EMOTIONAL JOURNEY

Note: This curve reflects the 'classic' situation if change is well managed. In other situations the curve may evolve dramatically differentlySource: The Change Monster, by Jeanie Duck (Used with permission)


Phase One: Stagnation

Phase Two: Preparation

Phase Three: Implementation

Phase Four: Determination

Phase Five: Fruition

• Organization assumes it’s safe• Feels no serious threat or compelling opportunity• Knows change is needed but is unsure what to do • Lacks confidence in self and management

• Rush to the answer and jump into action• Fail to clarify scope, constituencies, robust plan• Fail to balance broad vision with detailed plan• Fail to appreciate the complexity of communications

• Core group gets too far ahead• Assume readiness and understanding• Early wins generate unrealistic expectations

• Take easy actions, leave long, hard ones unaddressed• Results slower than expected• Enthusiasm wanes; burnout occurs• Gloom and doom scenarios and blaming proliferate

• Don’t celebrate or share rewards/recognition • Fail to reflect and harvest lessons learned• Allow accomplishments to become sacred cows• Allow Fruition to fade into Stagnation

• Create a healthy dissatisfaction with the status quo• Generate appetite for change• Build required capabilities

- skills, beliefs, behaviors

• Unite the leaders; prepare to be tested• Develop credible action plan

- strategy, plan to generate energy, enthusiasm - robust communications plan

• Manage expectations and experience • Address beliefs and behaviors directly; reinforce

what’s desired • Keep focus and clear accountability

• Validate the vision• Stay in touch and stay flexible• Leaders drive action, make any necessary trade-offs• Address morale issues to increase motivation

• Broadly share praise and rewards• Leverage learning to build change capability• Prepare for next cycle• Recruit new blood and new perspectives

Do we really have to change?

Will this plan work?

What’s in it for me?

Will mgmt makethe hard decisions?

Can we stay here?

Phase Traps Management Challenges

EACH EMOTIONAL PHASE OF CHANGE EXHIBITS PREDICTABLE TRAPS AND UNIQUE MANAGEMENT CHALLENGES

Source: The Change Monster, by Jeanie Duck (Used with permission)


KEY DISCUSSION TOPICS FROM YESTERDAY

Local issues vs pan-pilot issues vs global issues• What can we do ourselves? On what issues do we need guidance?

Role and structure of communication mechanisms• UNCG / regional bodies / global bodies

Inclusivity vs focus• Relates to ‘One Programme’, NRAs, but also joint communication• “Consensus slows us down, but without it we get flak”

Communicating the results vs communicating the process• Depends on the desired outcome, audience, medium, etc

Ensuring “senior” ownership

How to best use limited resources• How can we effectively prioritize (while lobbying for increased budget)?


KEY COMMUNICATION CHALLENGES AND OPPORTUNITIES IDENTIFIED ARE INTERTWINED

• Using the brand diversity as a positive thing, leveraging agency expertise in various ways (to also avoid new structures)

• Share best practices commonly

• Bring people together early through communication

• Opportunity to expand / think outside the box

• Make UNCGs effective, use for increasingly more and more

• Take the chance to address perceptions of UN as inefficient, or extension of government; make value clear

OpportunitiesChallenges

• Multiple brands and voices need to be coordinated

• Avoid “one size fits all”

• Involving the government, donors, staff

• Finding right Incentives for collaboration, as all agencies want/need to see themselves in the product

• Using UNCG can be unwieldy in some countries

• Communication of results / impact, rather than process of change


OTHER MAJOR COMMUNICATION-RELATED THEMES IDENTIFIED

Implementation can be slowed by uncertainties about how different HQ players view reform

Job security (UN staff)

Little clarity to date on pilot evaluation criteria

Frustrations at perceived (and sometimes real) exclusion can magnify otherwise small issues

Messaging from different sources can appear inconsistent or uncoordinated (region, HQ, DGO, etc...)

Details matter – “little things” can affect perception in big ways

Themes identified Lessons learned and other ideas

• Need for open and unambiguous top-down support for the ‘One UN’ reform agenda

• Ensure clear vision for end result, which maintains needed visibility

• Improve transparency and trust by frequent contact (even when the answer isn’t yet known)

• Identify and reach out to key opinion leaders

• Full transparency about the process and status of discussions

• Ensure consistent messages (Regions, UNCT, HQ)

• Necessity for constant and early communication- With all agencies incl. non-resident

• Pilots should drive their own messages, and other UN stakeholders should follow this lead (?)

• Central messages re: ‘One UN’ should be agreed by inter-agency working groups (?)

• Be aware of common perception of RCO = UNDP = (at least until firewall instituted...probably after too)

• e.g. email domains being adjusted; should be UNDP if UNDP, UN if RC / RCO


SOME SPECIFIC IDEAS, OPEN QUESTIONS AND SUPPORT NEEDS

Ideas for specific communication elements / best practices• Q&As with different stakeholders in mind – room for corporate support• Recorded RC interviews• Maximize face to face communications (e.g. townhalls)• UNCT websites – room for best practice sharing• Leverage agency / other pilot experiences regarding corporate identity / logo• joint press releases can be agonizing but confidence building and help with

culture changes

Open Questions:• What is ideal structure for UNCG? Role of RCO? Role of DPI/UNIC? Who makes

what decisions and what are accountabilities? What is done at country level and what at region/HQ? Need to understand roles / time breakdown, with clear ToR. Goal is to have sustainable structure, not just goodwill based. Can we build on global mechanisms for agencies to discuss communication?

Support needs• Use 8 for 1 more, sharing country-specific materials that could be leveraged• Possible training for UNCGs• DGO – develop and share understanding of views of donors• Need for consistent global response / strategy, and mechanism to endorse it


SESSION I: VIEWS FROM INTERNAL AND EXTERNAL STAKEHOLDER GROUPS

• Brief thoughts (to follow) on internal and external communications perspectives

Question guide for group:

• Is it all clear – what needs clarification?

• What does it mean – your observations on implications?

• What are the similarities between concerns of internal and external stakeholders? What are the differences?


INTERNAL STAKEHOLDERSExamples of Major Internal UN Concerns

Fears for employment and agency identity

• “Will I be viewed as a traitor by my agency if I participate?”

• “Will my agency still be able to perform its mandated functions?”

• “Does ‘One Office’ mean I will lose my job?”

• “Are we cutting down on agencies?”

Uncertainty regarding support from the UN system

• “What does my agency really think about this reform?”

• “How do we solve key technical issues at country level?”

Anxiety over the effort involved in the reform

• “How much is expected of me in this process?”

• “How do we ensure that we don’t neglect our programmes during this process?”

Uncertainty regarding the rationale and process for ‘One UN’ reform

• “Is this really going to work?”

• “Can we still fundraise? Can we still do our own activities?”

• “Why are we starting at country level, not HQ? We need guidance!”


EXTERNAL STAKEHOLDERSSubstantive Issues to Address in Communications Plans

Issues Governments Donors

• Cost savings• Reduced transaction costs• Improved service to national needs

(efficiency, efficacy, coordination)

• Impact on national staff• Reinvestment of cost savings in

programme budget• “Is this a donor-driven agenda with

the ultimate goal of trimming UN operations?”

• Extent of government ownership• Expected timeline, project mgmt

responsibility• Holding UNCT accountable for

delivering change• Extent of UNCT freedom to

personalize ‘One UN’

• Improved and strategic programme prioritization

• Reduced transaction costs for donors and governments

• Ability of reformed UN to absorb increasing aid flows

• Extent of, and rules governing, pooled funding

• Absolution from fears of ‘donor agenda’

• “Are we once again wasting ODA on internal reform processes rather than development results?”

• Relationship of ‘One UN’ to high-level panel

• Extent of UNCT freedom to personalize ‘One UN’

Articulation of key benefits

Key concerns

Process clarity needed

•


COFFEE BREAK


SESSION II: DEVELOPING COMMUNICATIONS PLANS

Rubric:• 3 working groups (by table, but using rooms upstairs as needed):

- Internal (focused on overall change issues – audiences could include regions / staff / etc)

- External (focused on change issues for key government and donor stakeholders)

- External (focused on change issues for key media, public, civil society stakeholders)

• Develop elements for communications plan targeting either internal or external stakeholders and their concerns

• Focus on key messages and themes, and segmentation of messages; touch upon media and frequencies as needed, responsibilities

• Different countries already have communication plans to some degree; let’s build upon them using the combined expertise in the room

When we reconvene together, we’ll put these plans to the test...When we reconvene together, we’ll put these plans to the test...


TEMPLATE FOR PILOT COMMUNICATIONS STRATEGIES

Govern-ment

Perception ChannelKey message

Timing / Location

Measure-ment

Owner / Spoke-people

Supporting

materialRemarksObjectiv

e ActionAudience

Comms plan

Key opinion leaders (UNCT)

All Pilot staff

Donors


SESSION III: TESTING THE COMMUNICATIONS PLANS

Rubric:

• Each group presents its plan

• ‘Audience’ (other two groups) role-plays the target stakeholder groups (e.g. donors, government, etc), reacting and constructively critiquing the plan that has been presented

- Are there any gaps?

- Does anything not make sense?

- Are any concerns left unattended?

- What are implementation issues?

- What are priorities – which elements are absolutely critical?

• Open discussion on how to refine the plans, captured by rapporteurs


LUNCH


SESSION IV: DISCUSSION OF SUPPORT NEEDS

Rubric:

• Presentation of the ‘parking lot’ of support needs

• Presentation of DGO support offering

• Discussion

- Any additional needs / barriers to plan implementation?

- Any that are no longer so important?

- Which are the priority needs?

• Wrap-up of communications planning & support needs discussions

- Next steps


WHAT DID WE WANT TO GET OUT OF THIS RETREAT?From Thursday Morning

Understand where we stand and where we are goingLessons learned by other countries on communicationsMeet / network with other focal points / pilot countriesLearn how other pilots are doingShare ideas and listen to issuesUse experiences and best practices to overcome challengesLearn more tools for communicationUnderstand the different roles required as part of “Delivering as One”Understand perceptions of the UN in country Therapeutic value of knowing we’re not aloneClearer picture of where we’re headingSee how One UN can strengthen overall communication plans and principlesLearn what’s expected of us and how we can share visionDevelop an approach that can work widelyUnderstand clear next steps and follow up to this meetingSpeak frankly without politics about what works and what doesn’tDeal with implementation as well as strategyUnderstand what the support needs are, and from whomCompete together, not against each other


CLOSING QUESTIONS

Looking back in ten years what will make you feel most proud? Least proud?

What are the greatest challenges that you believe the team will face in achieving your most proud outcome?

Closing remarksClosing remarks

communications retreat presentation.ppt - 0 - communication for change un retreat day 1 kievits...

Documents

communications retreat

retreat slide

retreat day

retreat kickoff

communications rubric

kant slide

eyes slide

internal communication