Strategies For Handling Change - Your CommunicationStrategy -

What advice an effect of feedback?

- What are the objectives?

- How much advice will be provided, messages?

- What mechanisms will be employed

The crucial EMOTIONAL questions that your communication strategy should address

In regard to the emotional resonance part of thecommunications, John Kotter makes the point thatgreat change leaders are great at telling visualstories with high psychological impact. Kotterexemplifies this the anecdote of Martin LutherKing who did not stand up in front of the LincolnMemorial and say: "I've a fantastic strategy" andexemplify it with 10 good reasons why it turnedout to be a great strategy.

William Bridges focuses on the emotional andpsychological impact and part of the change - and

introduces these 3 simple questions:

to the drivers making it crucial

(1) what's altering? Bridges offers the next guidance - the change leader's communicating statementmust:- Clearly express aim and the change leader's understanding

- "Sell the problem before you try and offer the alternative."

(2) what'll really be distinct as a result of the change?

(3) who is going to lose what? Bridges maintains that the situational changes aren't as problematicfor firms to make as the people impacted by the change's emotional transitions. Transition directionis really all about seeing the situation through the opinion of the other guy. It really is a perspectivebased on empathy. It works with people to bring them and is communicating and managementprocess that recognises and affirms them's realities. Failure to achieve this, around the section ofchange leaders, and also a denial of the losses and "lettings go" that individuals are faced with, sowsthe seeds of mistrust.

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:

- Resonance IC strategy of message - the message's emotional tone and delivery

- Accurate targeting - to get to the right people with the appropriate message

- Timing program - to achieve timely targeting

- Feedback process - to ensure actual two way communication

Failure reasons varied and in change management are many. But one thing is painfully clear. Anyorganisational initiative that creates change - or has a substantial change component to it - has a70% chance of not realizing what was initially envisaged.

The cause is dearth of clarity along with too little communicating. This is what a ProgrammeDirection based method of change is all about and why it so important.