What information an outcome of feedback?

– what exactly are the objectives?

– How much information is going to be provided, messages?

– What mechanisms will likely be utilized

The essential MENTAL questions your communication strategy should address

Concerning the emotional resonance part of the communications, John Kotter makes the point that change leaders that are great are great at telling stories that are visual with high psychological impact. Kotter exemplifies this the anecdote of Martin Luther King who did not stand up facing the Lincoln Memorial and say: “I have a great strategy” and illustrate it with 10 good reasons why it turned out to be an excellent strategy.

William Bridges focuses on facet of the change and the emotional and psychological impact – and introduces these 3 simple questions:

(1) what’s altering? Bridges offers the following guidance – the change leader’s communication statement must:- Clearly express intention and the change leader’s understanding

– Link the change to the drivers which make it crucial

– “Sell the situation before you try to market the alternative.”

(2) What will actually be distinct because of the change? Bridges says: “I go into organizations where a change 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 very important and very real to the leader, but to the people that need to make it work it appears quite abstract and vague until actual differences it will make start to become clear… the drive to get those differences clear should be an important precedence in the coordinators’ list of things you can do.”

(3) Who’s going to lose what? Bridges maintains that the situational changes are as easy for firms to make as the psychological transitions of individuals impacted by the change. Transition direction is all about seeing the situation through the opinion of the other guy. It truly is a perspective centered on empathy. It is direction and communication process and works with them Internal communications strategy to bring them. Failure to achieve this, around the section of change leaders, plus a denial of the losses and “lettings go” that people are faced with, sows the seeds of mistrust.

5 guiding principles of an excellent change management communication strategy

So, in outline the 5 directing principles of a good change management communication strategy are as follows:

– Resonance of message – delivery and the mental tone of the message

– Accurate targeting – to get to the right people together with the appropriate message

– Time program – to attain timely targeting

– Feedback process – to ensure actual two way communication

Failure reasons changed and in change management are many. But one thing is clear.

The root cause of all this failure is too little communication and lack of clarity. This is what a Programme Management based approach to change is about and why it so significant.