Strategies For Managing Change - Your CommunicationStrategy - Say exactly what You Mean And Mean What You

What information a consequence of feedback?

- what exactly are the goals?

- How much information will be supplied, messages?

- What mechanisms will be employed

The vital PSYCHOLOGICAL questions that the communication strategy need to address

In terms of the mental resonance feature of the communications, John Kotter makes the point thatchange leaders that are great are great at telling visual stories with high mental impact. Kotterexemplifies this the anecdote of Martin Luther King who failed to Internal communicationscampaigns stand up facing the Lincoln Memorial and say: "I've a great strategy" and exemplify itwith 10 great reasons why it turned out to be a good strategy. Kotter said those immortal words: "Ihave a dream," and then he continued to reveal the folks what his dream was - he exemplified hisimage of the future and did so in a sense that had high mental impact.

William Bridges focuses around the psychological and emotional impact and feature of the change -and poses these 3 easy questions:

(1) what's altering? Bridges offers the next guidance - the change leader's communication statementmust:- Certainly express aim and the change leader's understanding

- Link the change to the drivers making it crucial

- "Sell the situation before you try to offer the option."

- Not use jargon

(2) what'll actually be distinct due to the change? Bridges says: "I go into organizations in which achange initiative is well underway, and that i inquire what's going to differ when the change is done-and no one can answer the question... a change may seem really important and extremely real to theleader, but to the individuals who have to make it work it appears quite intangible and obscure untilgenuine differences that it will make begin to become clear... the drive to get those differences clearshould be a significant priority on the coordinators' list of things you can do."

(3) Who's likely to lose what? Bridges maintains that the situational changes are as easy forcompanies to make as the people affected by the change's emotional transitions. Transitionmanagement is focused on seeing the specific situation through another guy's opinion. It really is aview centered on empathy. It is direction and communicating process that affirms and recognisespeople's realities and works together to bring them through the transition.

5 guiding principles of a change management communication strategy that is good

So, in summary the 5 guiding principles of a great change management communication strategy are

as follows:

- Clarity of message - to ensure acknowledgement and relevance

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

- Accurate targeting - to get to the right people with all the proper message

- Time schedule - to achieve timely targeting of messages

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

Failure reasons in change managementare many and changed. But one thing isclear.

The root cause of all this failure is toolittle communication along with lack ofclarity. This is exactly what aProgramme Direction based approachto change is really all about and why itso significant.