Presented To SIR Bilal Majeed

Prepared BY

Ambreen Kanwal (22) Muhammad Saqib

(23)

Change Management

Chapter 11

Communication Skills

Learning Objective

Relationship of Change Images to Communication Skills

Listening as a change management skills

Role of Toxic

Change conversation skills

Change language to ensure that it is coherent and aligned with desired changes.

Change communication strategies relevant to both internal and external stakeholder

By "being the change you want to see"you can begin to change the quality of  your conversations

without waiting for other people to change.

Communication Skills

These skills are aimed at involving people and encouraging commitment

to the change process

Relationship of Change Images to Communication Skills

Image of managing change Director, Navigator Purpose of communication

The purpose is to ensure people understand what is going to happen and what is required of themThis is similar to director image in term of outline the nature of the change to staff but pay attention to identifying alternative interest and power relationships and actions that may disrupt the proposed change.

Key communication skills

Sending a clear, unambiguous message

Critical listening skills

Image of managing change, caretaker, coach

The focus is on letting people know about the why of change that is the inevitability of the changes and how best to cope of survive them identify and reply.

The focus is on ensurig people share similar values and aware of what actions are appropriate to these values.

Discriminative listening skills

Apperceive listening skills

Community building

Attention to emotions

Image of managing change, (interpreter, nurturer)

Interpreters provide staff with a sense of what is going on through story telling This image leads change to reinforce the view that process cannot always be predicated and that often outcomes will occur that are innovative and creative for an oganization

Storytelling, engaging in change conversation,

Discriminative listening skills

Listening as a Communication Skills

Four key skills for communicating include:

ListeningTelling storiesSelling change upwardToxic handling

Listening

listening skills:

suspending judgment,

identifying assumptions,

listening for learning, and

Reflecting

Types of listening

Discriminative listening (usage) determining significant of visual messageComprehensive listening (usage) striving to understand message for later recall, useTherapeutic listening (usage) helping othersCritical listening (usage) evaluating message Appreciative listening (usage) discriminative and comprehensive listening

Telling Stories

This is an effective way of helping employees learn from past changes & painting pictures of the future.

Selling Change Upward

“Issue selling” is a way of gaining senior management attention to changes initiated from below.

Message, timing, and channel are important

Presentation techniquesLink to the logic of the business planRaise the proposal continuouslyPackage the issue incrementally

BundlingThat is linking to the order ideas and issues

– Profitability, market share, organizational image, or concerns of key stakeholders

Toxic Handling

Some people in organizations take on a role of handling the ill-effects of change processes and absorbing these as a way of shielding others from their negative impact.

Listening empatheticallySuggesting solutionsWorking behind the scenesCarrying the confidences of othersReframing difficult messages

Change Conversations

Different change conversations should be used at different stages of a change process.

→ the use of different change conversations at different phases of a change.

→ linguistic coherence in different conversation phases.

→ outline why there is a need for change managers.→ creating a shared change language among

different parties involved in the change.

Talking in stages ctd.

Conversations for performance: this focuses on the actual change that is intended and how progress will be monitored.

Promises are madeObligations are entered intoAccountabilities are establishedDeadlines are set

Conversation for closure: this signals the end of the change

Acknowledgments, celebrations, rewards

Talking coherently ctd.

Four dominant forms used to convey organization change

1. Ideals (which express preferences)2. Appeals (which seek support)3. Rules (which seek to direct the

behaviour of individuals4. Deals (which serve a form of

bargaining and exchange)

Aligned your language with the desired change

Four different images of change

1. Machine imagery of change

2. Developmental imagery of change

3. Transitional imagery

4. Transformational imagery

Communication with external stakeholders

Communicating with external stakeholders is an important aspect of communicating change.

1. Excuses

2. Justification

3. Disclaimers

4. concelment

Research has focused on:crisis management

corporate reputation

crisis management

Five crisis management change strategies

1. Mortification

2. Corrective action

3. Bolstering

4. Denial

5. Shifting the blame

Summing up

Change occurs when a new way of talking replaces an old way of talking.

We have seen the range of linguistic and argumentation skills available to managers of change. we also saw that what gets focused upon as key change communication skills is likely to be influence by the images we hol of manaing change