Strategies For Managing Change - Your CommunicationStrategy -

There is a great Communicating Strategy in the core of any successful change management process.The more change there is going to be afterward the greater the need - and especially in regards tothe advantages, the reasons, the plans and planned ramifications of the change. It's vital that theeffective communication strategy actioned when possible and is defined and then properlymaintained for the period.

There are two aspects to some change management communication strategy: firstly the balancebetween information content and psychological resonance; and secondly the initiative's phase, inother words prior to and during.

The content and structural facet of yourcommunications

You may benefit considerably from thearea of a programme-based approach toleading and managing your changeinitiative, as your communication strategywill be based around the following:

- Stakeholder map and evaluation[everyone who will be affected by thechange and your evaluations of theirreactions and the impacts ]

- Pattern [ statement and the clear definition of the changed organization]

- Vision statement and pre-programme preparation procedure [ the follow up preplanning processand the high-level vision to unpack the vision and analyse the impacts ]

- Programme strategy [the measures that will be taken to produce the changes and get the gains - anagenda of projects and jobs and initiatives ]

The key FACTUAL questions that your communication strategy should address

and to what degree of detail?

- What are the crucial used to disseminate advice?

- Who are you looking be encouraged?

What advice a consequence of feedback?

- what exactly are the goals?

- How much information will be provided, messages?

- What mechanisms will probably be *properly to reach?

The crucial PSYCHOLOGICAL questions your communication strategy should address

Kotter exemplifies this the anecdote of Martin Luther King who failed to stand up in front of theLincoln Effective leadership Memorial and say: "I've an excellent strategy" and exemplify it with 10great reasons why it turned out to be a good strategy.

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

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

- Link the change to the motorists which make it essential

- "Sell the issue before you attempt to offer the alternative."

(2) what'll actually be different as a result of the change? Bridges says: "I go into organizations inwhich a change initiative is well underway, and that i ask what's going to differ when the change isdone-and no one can answer the question... a change may seem very significant and very real to theleader, but to the individuals who must make it work it appears quite subjective and obscure untilgenuine differences it will make start to eventually become clear... the drive to get those differencesclear should be an essential priority on the coordinators' list of things to do."

(3) Who's going to lose what? Bridges maintains the situational changes are as easy for companies tomake as the psychological transitions of the people affected by the change. Transition direction isfocused on seeing the specific situation through the other guy's opinion. This is a perspectivepredicated on empathy. It's communication and management process that recognises and affirmspeople's realities and works together to bring them. Failure to accomplish this, around the part ofchange leaders, and a denial of the losses and "lettings go" that individuals are faced with, sows theseeds of mistrust.

5 guiding principles of an excellent change management communication strategy

So, in outline the 5 directing principles of a great change management communication strategy areas follows:

- Resonance of message - the message's mental tone and delivery

- Accurate targeting - to reach the right individuals with the appropriate message

- Timing schedule - to achieve timely targeting of messages

- Feedback process - to ensure actual two way communication

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

The root cause of all this failure is a lack of communication and dearth of clarity. That is what aProgramme Direction based method of change is all about and why it so important.