Strategies For Handling Change - Your CommunicationStrategy - Say What You Mean And Mean What You

What information a result of feedback?

- what exactly are the objectives?

- How much advice will be supplied, messages?

- What mechanisms will likely be employed

The crucial MENTAL questions your communication strategy need to address

When it comes to the psychological resonance aspect of the communications, the point that greatchange leaders are great at telling visual narratives with high emotional impact is made by JohnKotter. Kotter illustrates this the anecdote of Martin Luther King who did not stand up before theLincoln Memorial and say: "I've an excellent strategy" and exemplify it with 10 great reasons why itturned out to be an excellent strategy.

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

(1) What is altering? Bridges offers the following guidance - the change leader's communicationstatement must:- Clearly express the change leader's understanding and intention

- Link the change to the motorists making it crucial

- "Sell the problem before you attempt to market the solution."

- Not use jargon

- Be under 60 seconds

(2) What will actually be different due to the change? Bridges says: "I go into organizations where achange initiative is well underway, and I inquire what's going to vary Leadership Communicationwhen the change is done-and no one can answer the question... a change may seem very significantand very real to the leader, but to the people who have to make it work it looks fairly abstract andvague until actual differences it will make start to become clear... the drive to get those differencesclear should be an important precedence in the coordinators' list of things to do."

(3) Who's going to lose what? Bridges maintains that the situational changes are as easy forbusinesses to make as the emotional transitions of individuals affected by the change. Transitionmanagement is all about seeing the situation through the opinion of another man. It truly is a viewdepending on empathy. It's management and communication process and works with them to bringthem through the transition. Failure to do that, on the section of change leaders, and also a denial ofthe losses and "lettings go" that individuals are faced with, sows the seeds of mistrust.

5 guiding principles of a change managementcommunication strategy that is good

So, in outline the 5 directing principles of a goodchange management communication strategy are asfollows:

- Clarity of message - to ensure relevance andacknowledgement

- Resonance of message - delivery and the emotional tone of the message

- Exact targeting - to get to the right individuals together with the correct message

- Time schedule - to attain timely targeting

- Feedback procedure - to ensure two way communication that is genuine

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

The cause is lack of clarity and a lack of communicating. This is exactly what a ProgrammeManagement based way of change is all about and why it so important.