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18 Oct 2014 
An excellent Communicating Strategy is in the heart of any successful change management procedure. The more change there will be afterward the greater the demand - and particularly regarding the benefits, the reasons, the plans and proposed ramifications of that change. It's vital that the effective communication strategy is defined and actioned as soon as you can and then properly maintained for the term of the change management programme.

There are two aspects to some change management communication strategy the balance between information content and emotional resonance; and secondly the phase of the initiative, in other words before and during.

The structural and content aspect of your communications

You will gain significantly in the discipline of a programme-based approach to managing and directing your change initiative, as your communication strategy will be based across the following:

- Stakeholder map and investigation [everyone who is going to be impacted by the change and your assessments of these impacts and their reactions ]

- Blueprint [ the clear definition and statement of the organization that is changed ]

- Vision statement and pre-programme planning procedure [ the high level vision and also analyse the impacts and the follow up pre planning process to unpack the vision ]

- Programme strategy [the steps which are taken to make the changes and get the advantages - an agenda of jobs and endeavors and initiatives ]

The crucial FACTUAL questions your communication strategy need to address

and to what degree of detail?

- What will be the essential used to Employee communications disseminate advice?

- Who are you attempting be supported?

What information a consequence of feedback?

- what exactly are the goals?

- How much information is going to be supplied, messages?

- What mechanisms will probably be employed

The crucial PSYCHOLOGICAL questions that your communication strategy should address

Kotter illustrates this the anecdote of Martin Luther King who didn't 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 a great strategy.

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

(1) What is altering? Bridges offers the next guidance - the change leader's communication statement must:- Certainly express goal and the change leader's understanding

- Link the change to the drivers that make it essential

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

- Not use jargon

(2) What will actually be different as a result of the change?

(3) who is likely to lose what? Bridges maintains that the situational changes aren't as difficult for businesses to make as the psychological transitions of individuals affected by the change. Transition management is all about seeing the specific situation through the opinion of the other guy. This is a perspective based on empathy. It works with people to bring them through the transition and is communication and management process that recognises and affirms them's realities. Failure to achieve this, on the part of change leaders, plus a denial of the losses and "lettings go" that individuals are faced with, sows the seeds of mistrust.

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

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

- Precise targeting - the psychological tone and delivery

- Timing schedule - to reach the right individuals with the right message

- Feedback process - to reach timely targeting

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

The cause is lack of clarity along with too little communicating. This is what a Programme Direction based method of change is about and why it so significant.

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17 Oct 2014 
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11 Oct 2014 
What exactly is Company Training?

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16 Sep 2014 
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