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

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<ul><li><p>Strategies For Handling Change - Say exactly what YouMean And Mean What You</p><p>What information a result of feedback?</p><p>- What are the objectives?</p><p>- How much advice will be supplied, messages?</p><p>- What mechanisms will probably be used</p><p>The key MENTAL questions your communication strategy must address</p><p>Kotter illustrates this the anecdote of Martin Luther King who didn't stand up before the LincolnMemorial and say: "I have a great strategy" and exemplify it with 10 great reasons why it turned outto be a great strategy.</p><p>William Bridges focuses on the emotional and psychological impact and aspect of the change - andposes these 3 easy questions:</p><p>to the motorists making it necessary</p><p>(1) What is altering? Bridges offers the next guidance - the change leader's communicatingstatement must:- Certainly express aim and the change leader's understanding</p><p>- "Sell the problem before you attempt to sell the option."</p><p>- Not use jargon</p><p>(2) what'll really be distinct because of the change? Bridges says: "I go into organizations in which achange initiative is well underway, and I inquire what will differ when the change is done-and no onecan answer the question... a change may seem very important and very real to the leader, but to theindividuals who must make it work it looks fairly subjective and vague until genuine differences itwill make begin to eventually become clear... the drive to getthose differences clear should be an important priority in the planners' list of activities to do."</p><p>(3) who is planning to lose what? Bridges maintains that the situational changes aren't asproblematic for businesses to make as the people impacted by the change's emotional transitions.Transition direction is about seeing the situation through another guy's opinion. It really is a viewdepending on empathy. It's direction and communicating process that affirms and recognisespeople's realities and works with them to bring them through the transition. Failure to do that, onthe section of change leaders, and also a denial of the losses and "lettings go" that people are facedwith, sows the seeds of mistrust.</p><p>5 guiding principles of a good change management communication strategy</p></li><li><p>So, in summation the 5 directing principles ofan excellent change managementcommunication strategy are as follows:</p><p>- Clarity of message - to ensure recognitionand relevance</p><p>- Resonance of message - the message'smental tone and delivery</p><p>- Precise targeting - to reach the right peoplewith the right message</p><p>- Timing schedule - to achieve timely targeting</p><p>- Feedback procedure - to ensure actual two way communication</p><p>Failure reasons changed and in change management are many. But one thing is painfully clear.</p><p>The root cause is lack of clarity and too little communication. This is exactly what a ProgrammeManagement based approach to change is all about and why it so important.</p></li></ul>