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Strategies For Managing Change -

What advice an outcome of feedback?

- What are the goals?

- How much advice will be provided, messages?

- What mechanisms will likely be *properly to reach?

The vital PSYCHOLOGICAL questions your communication strategy have to address

Regarding the emotional resonance characteristic of the communications, John Kotter makes the point that great change leaders are great at telling narratives that are visual with high psychological impact. Kotter illustrates this the anecdote of Martin Luther King who failed to stand up in front of the Lincoln Memorial and say: "I've a fantastic strategy" and illustrate it with 10 good reasons why it turned out to be a good strategy. Kotter said those immortal words: "I have a dream," and then he proceeded to reveal the people what his dream was - he exemplified his image of the future and did so in ways that had high mental impact.

William Bridges focuses on the mental and psychological impact and facet of the change - and introduces these 3 easy questions:

(1) What is changing? Bridges offers the next guidance - the change leader's communicating statement must:- Certainly express the change leader's understanding and aim

- Link the change to the drivers that make it crucial

- "Sell the problem before you try to sell the option."

- Be under 60 seconds in duration

(2) What will really be different because of the change? Bridges says: "I go into organizations in which a change initiative is well underway, and I ask what is going to vary when the change is done-and no one can answer the question... a change might appear really important and very real to the leader, but to the individuals who have to make it work it seems quite subjective and vague until genuine differences it will make start to become clear... the drive to get those differences clear should be an important precedence in the planners' list of things you can do."

(3) who is likely to lose what? Bridges maintains the situational changes are not as problematic for businesses to make as the people affected by the change's psychological transitions. Transition direction is all about seeing the specific situation through the eyes of the other guy. It truly is a view centered on empathy. It works with people to bring them and is communication and direction process that recognises and affirms them's realities. Failure to get this done, around the part of change leaders, along with a denial of the losses and "lettings go" that people are faced with, sows the seeds of mistrust.

5 guiding principles of a change management communication strategy that is good

So, in summary the 5 directing principles of a good change management communication strategy are as follows:

- Clarity of message - to ensure genuine two way communication

- Resonance of Leadership Communication message - to ensure acknowledgement and relevance

- Accurate targeting - delivery and the psychological tone of the message

- Time program - to reach the right individuals with the message that is right

- Feedback process - to attain timely targeting of messages

Failure reasons in change management are many and varied. But one thing is painfully clear. Any organisational initiative that creates change - or has a substantial change component to it - has a 70% probability of not realizing what was originally envisaged.

The root cause of all this failure is too little communication as well as lack of clarity. It is what a Programme Direction based approach to change is about and why it so important.

Tags: business

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