Techniques For Handling Change - Say What You Mean And Mean What You

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<ol><li> 1. Techniques For Handling Change - Say What You Mean AndMean What YouThere is a Communication Strategy that is good in the heart of any successful change managementprocedure. The more change there is going to be then the greater the demand - and especiallyconcerning the gains the reasons, the plans and proposed ramifications of that change. It isimportant that an effective communication strategy actioned as soon as possible and is defined andthen properly preserved for the duration.There are 2 aspects to a change managementcommunication strategy: firstly the balance betweeninformation content and psychological resonance; andsecondly the initiative's phase, in other words before thechange and during.The structural and content aspect of your communicationsYou are going to benefit greatly from the discipline of a programme-based approach to managingand directing your change initiative, as your communication strategy will be based across thefollowing:- Stakeholder map and analysis [everyone who will be affected by the change and your evaluations ofthese impacts and their reactions ]- Blueprint [ statement and the clear definition of the organization that is changed ]- Vision statement and pre-programme planning process [ the high level vision as well as analyse theimpacts and the follow-up pre planning procedure to unpack the vision ]- Programme plan [the measures that will be taken to produce the changes and get the benefits - aschedule of projects and jobs and initiatives ]The essential FACTUAL questions your communication strategy must addressand to what level of detail?- What will be the essential used to disseminate advice?- Who are you looking be supported?What information a consequence of feedback?- What are the aims?- How much advice will be supplied, messages?- What mechanisms will likely be employed </li><li> 2. The crucial PSYCHOLOGICAL questions that the communication strategy need to addressKotter exemplifies this the anecdote of Martin Luther King who failed to stand up before the LincolnMemorial and say: "I've a fantastic strategy" and exemplify it with 10 good reasons why it turned outto be an excellent strategy. He said those immortal words: "I have a dream," and then he proceededto reveal the people what his dream was - he exemplified his picture of the future and did so in asense that had high emotional impact.William Bridges focuses on aspect of the change and the psychological and mental impact - andintroduces these 3 easy questions:(1) What is changing? Bridges offers the following guidance - the change leader's communicationstatement must:- Clearly express the change leader's understanding and aim- Link the change to the drivers making it essential- "Sell the issue before you try to market the solution."- Not use jargon(2) What will actually be different due to the change?(3) who is going to lose what? Bridges maintains the situational changes aren't as difficult for firmsto make as individuals affected by the change's emotional transitions. Transition management isabout seeing the situation through the other guy's opinion. It really is a perspective based onempathy. It's communication and direction process that affirms and recognises people's realities andworks together to bring them.5 guiding principles of a change management communication strategy that is goodSo, in summary the 5 directing principles of a great change management communication strategyare as follows:- Clarity of message - to ensure relevance and recognition- Resonance of message - delivery and the emotional tone of the message- Accurate targeting - to reach the right individuals with all the message that is proper- Time schedule - to reach timely targeting of messages- Feedback procedure - to ensure two way communication that is genuineFailure 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 - has a 70%probability of not attaining what was originally envisaged.The Management communication cause is lack of clarity and a deficiency of communicating. This iswhat a Programme Direction based method of change is really all about and why it so significant. </li></ol>