What information a result of feedback?
– what exactly are the objectives?
– How much information will be supplied, messages?
– What mechanisms will be used
The vital EMOTIONAL questions that the communication strategy need to address
In regard to the mental resonance part of the communications, John Kotter makes the point that change leaders that are great are great at telling narratives that are visual with high mental impact. Kotter illustrates this the anecdote of Martin Luther King who did not stand up before the Lincoln Memorial and say: “I have a fantastic strategy” and illustrate it with 10 good reasons why it turned out to be a good strategy. He said those immortal words: “I have a dream,” and then he proceeded to reveal the folks what his dream was – he illustrated his picture of the future and did so in ways that had high emotional impact.
William Bridges focuses around the psychological and mental impact and facet of the change – and introduces these 3 easy questions:
to the drivers which make it essential
(1) what’s altering? Bridges offers the following guidance – the change leader’s communicating statement must:- Clearly express intent and the change leader’s understanding
– “Sell the situation before you try and offer the alternative.”
– Not use jargon
(2) what’ll really be distinct as a result of the change?
(3) who is going to lose what? Bridges maintains the situational changes are as easy for companies to make as the people affected by the change’s psychological transitions. Transition management is really all about seeing the specific situation through the opinion of the other guy. This is a perspective centered on empathy. It is direction and communication process that affirms and recognises people’s realities and works with them to bring them through the transition.
5 guiding principles of a change management communication strategy that is good
So, in summation the 5 directing principles of a great change management communication strategy are as follows:
– Clarity of message – to ensure actual two way communication
– Resonance of message – to ensure relevance and acknowledgement
– Accurate targeting – the mental tone and delivery of the message
– Timing program – to get to the right people together with the message that is correct
– Feedback procedure – to reach timely targeting
Failure reasons varied and in change management are many. But one thing is clear. Any organisational initiative that creates change – or has a significant change component to it – has a 70% chance of not realizing what was originally envisaged.
The IC plan cause of all this failure is a lack of communication along with lack of clarity. This is what a Programme Management based approach to change is about and why it so important.