strategic organization communication
DESCRIPTION
Strategic Organization Communication Concepts and TechniquesTRANSCRIPT
v
v
v
v
v
v
v
v
v
v
v
v
v
v
Implementors’ Foci Stakeholders’ Foci
-Official view of plan/purpose -Alternative views of change plan/purpose
- Answering questions -Asking questions
-Correcting misinformation -Seeking outside expertise
-Listening for rumors -Providing additional expertise and insight
-Soliciting insights -Knowledge production
Inviting active participation
Implementors’ Foci Stakeholders’ Foci
-Positive selling -Raising new arguments
-Acknowledging and refuting others’ arguments
-Engaging over refutation provided by implementers
-Forewarning of some negatives to provide realistic preview for positive stakeholders
-Inoculating fellow stakeholders to implementer arguments
Implementers’ Foci Stakeholders’ Foci
-focus on how cooperation with change provides advantage or how lack of cooperation will run risk of loss
-Identifying new gains and losses not noted by the implementers
-Gains/losses will be in terms of organization well-being; central mission of organization; individual stakeholders’ gains and losses
-Refutation of some predictions of gain/losses as unlikely or more likely
Implementers’ Foci Stakeholders’ Foci
-Blanket message or marketing to specific stakeholders
-Tailoring messages for each stakeholder group or using blanket strategy
-Determining high-value interests and information needs of key stakeholders
-Sharing targeted messages with other stakeholders for comparison/consistency
Implementers’ Foci Stakeholders’ Foci
-Communicating need and/or urgency for change
-Supporting, refuting, and/or questioning need, urgency, and efficacy of messages
-Communicating “we can do it” message to stakeholders
-Advocating alternative “need” messages