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

What information an outcome of feedback?

- what exactly are the objectives?

- How much information will be supplied, messages?

- What mechanisms will undoubtedly be *properly to reach?

The essential PSYCHOLOGICAL questions that the communication strategy must address

Kotter illustrates this the anecdote of Martin Luther King who didn't stand up in front of the Lincoln Memorial and say: "I've an excellent strategy" and exemplify it with 10 great reasons why it was an excellent strategy. He said those immortal words: "I've a dream," and then he proceeded to reveal the folks what his dream was - he illustrated his image of the future and did so in a sense that had high mental impact.

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

to the motorists which make it necessary

(1) what's changing? Bridges offers the following guidance - the change leader's communicating statement must:- Clearly express goal and the change leader's understanding

- "Sell the problem before you try to market the alternative."

- Not use jargon

(2) what'll actually be distinct as a result of the change? Bridges says: "I go into organizations in which a change initiative is well underway, and I ask what is going to differ when the change is done-and no one can answer the question... a change might appear really important and extremely real to the leader, but to the individuals who must make it work it seems quite intangible and obscure until genuine differences it will make start to become clear... the drive to get those differences clear should be an important precedence on the coordinators' list of activities to do."

(3) who is planning to lose what? Bridges maintains that the situational changes aren't as problematic for businesses to make as the emotional transitions of the people impacted by the change. Transition management is all about seeing the specific situation through the opinion of the other man. This is a perspective centered on empathy. It is management and communication process and works together to bring them. Failure to do that, on 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 great change management communication strategy

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

- Exact targeting - the mental tone and delivery of the message

- Timing program - to get to the right individuals with all the message that is correct

- Feedback procedure - to attain timely targeting of messages

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

The root cause is lack of clarity as well as a deficiency of communication. This is what a Programme Management based way of change is all about and why it so important.

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