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

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<ol><li> 1. Techniques For Handling Change - Your CommunicationStrategy - Say exactly what You Mean And Mean What YouThere is a great Communication Strategy right at the core of any successful change managementprocess. The more change there will be afterward the greater the need - and notably concerning thereasons, the benefits, the plans and projected ramifications of the change. It is vital that an effectivecommunication strategy actioned as soon as possible and is defined and then correctly maintainedfor the period of the change management programme.There are 2 aspects to a change managementcommunication strategy: firstly the balance betweeninformation content and psychological resonance; andsecondly the initiative's stage, in other words before thechange and during.The content and structural facet of your communicationsYou'll benefit considerably in the discipline of a programme-based approach to leading andmanaging your change initiative, as your communication strategy will be based across the following:- Stakeholder map and evaluation [everyone who will be impacted by the change along with yourevaluations of their reactions and these impacts ]- Blueprint [ statement and the clear definition of the organization that is altered ]- Vision statement and pre-programme preparation process [ the high level vision and also analysethe impacts and the follow-up pre-planning process to unpack the vision ]- Programme plan [the measures which are taken to make the changes and get the gains - an agendaof projects and projects and initiatives ]The essential FACTUAL questions that your communication strategy have to address- what exactly are the objectives?- What are the essential messages?- Who are you wanting to reach?- What advice will likely be conveyed?- When will information be disseminated, and what exactly are the timings that were relevant?- How much information is going to be provided, and to what degree of detail?- What mechanisms will probably be employed to disseminate advice? </li><li> 2. - What will be done as an outcome of feedback? to disseminate information?- Who are you wanting be encouraged?What information an outcome of feedback?- What are the objectives?- How much information is going to be supplied, messages?- What mechanisms will probably be employedThe key MENTAL questions your communication strategy need to addressKotter illustrates this the anecdote of Martin Luther King who failed to stand up before the LincolnMemorial and say: "I've an excellent strategy" and exemplify it with 10 good reasons why it turnedout to be a great strategy.William Bridges focuses around the psychological and mental impact and aspect of the change - andintroduces these 3 easy questions:to the motorists making it essential(1) What is altering? Bridges offers the following guidance - the change leader's communicatingstatement must:- Certainly express intent and the change leader's understanding- "Sell the situation before you try to offer the alternative."(2) What Internal communications team will actually be distinct as a result of the change?(3) who is planning to lose what? Bridges maintains that the situational changes are as easy forbusinesses to make as the psychological transitions of individuals impacted by the change.Transition management is really all about seeing the situation through the opinion of the other guy.This is a perspective predicated on empathy. It's management and communication process andworks with them to bring them.5 guiding principles of a good change management communication strategySo, in outline the 5 guiding principles of a great change management communication strategy are asfollows:- Resonance of message - the emotional tone and delivery- Exact targeting - to reach the right individuals together with the correct message- Timing schedule - to reach timely targeting of messages- Feedback process - to ensure two way communication that is genuineFailure reasons in change management are many and varied. But one thing is painfully clear. Anyorganisational initiative that creates change - or has a substantial change component - has a 70% </li><li> 3. probability of not attaining what was originally envisaged.The root cause of all this failure is a lack of communicating and also lack of clarity. It is what aProgramme Direction based way of change is really all about and why it so significant. </li></ol>