What information an outcome of feedback?
– What are the aims?
– How much information is going to be supplied, messages?
– What mechanisms will be employed
The essential PSYCHOLOGICAL questions that the communication strategy have to address
Kotter exemplifies this the anecdote of Martin Luther King who did not stand up facing the Lincoln Memorial and say: “I’ve an excellent strategy” and illustrate it with 10 great reasons why Role of internal communications it turned out to be a great strategy.
William Bridges focuses around part of the change and the psychological and mental impact – and poses these 3 simple questions:
(1) what’s changing? Bridges offers the next guidance – the change leader’s communicating statement must:- Certainly express intent and the change leader’s understanding
– Link the change to the motorists making it necessary
– “Sell the issue before you try to market the alternative.”
– Not use jargon
– Be under 60 seconds
(2) What will really be distinct because of the change?
(3) who is planning to lose what? Bridges maintains that the situational changes are not as difficult for businesses to make as the emotional transitions of individuals impacted by the change. Transition direction is really all about seeing the situation through the eyes of another man. It is a view depending on empathy. It works with people to bring them and is communicating and direction 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 an excellent change management communication strategy are as follows:
– Clarity of message – to ensure actual two way communication
– Resonance of message – to ensure acknowledgement and relevance
– Accurate targeting – the message’s mental tone and delivery
– Time schedule – to reach the right individuals with all the message that is right
– Feedback process – to reach timely targeting of messages
Failure reasons in change management are many and changed. But one thing is painfully clear.
The root cause of all this failure is too little communicating and also lack of clarity. It is what a Programme Management based way of change is about and why it so significant.