Strategies For Handling Change -

What advice an effect of feedback?

- What are the aims?

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

- What mechanisms will probably be *properly to reach?

The vital MENTAL questions that your communication strategy should address

Kotter illustrates this the anecdote of Martin Luther King who didn't stand up in front of the LincolnMemorial and say: "I have a great strategy" and exemplify it with 10 great reasons why it turned outto be an excellent strategy. He said those immortal words: "I've a dream," and then he proceeded toshow the folks what his dream was - he illustrated his image of the future and did so in a sense thathad high emotional impact.

William Bridges focuses around the psychological and emotional impact and part of the change - andintroduces these 3 simple questions:

(1) what's altering? Bridges offers the following guidance - the change leader's communicatingstatement must:- Certainly express goal and the change leader's understanding

- Link the change to the drivers that make it necessary

- "Sell the situation before you attempt to market the alternative."

(2) what'll actually be distinct as a result of the change? Bridges says: "I go into organizations wherea change initiative is well underway, and I ask what is going to vary when the change is done-and noone can answer the question... a change might appear really important and very real to the leader,but to the individuals who must make it work it looks rather subjective and obscure until actualdifferences that it will make begin to eventually become clear... the drive to get those differencesclear should be an important priority on the coordinators' list of activities to do."

(3) Who's planning to lose what? Bridges maintains the situational changes are as easy forbusinesses to make as individuals impacted by the change's emotional transitions. Transitiondirection is about seeing the situation through another guy's opinion. It is a view based on empathy.It works with people to bring them through the transition and is communicating and directionprocess that recognises and affirms them's realities. Failure to do that, on the Leadershipcommunication skills part of change leaders, and also a denial of the losses and "lettings go" thatpeople are faced with, sows the seeds of mistrust.

5 guiding principles of a great change management communication strategy

So, in summation the 5 directing principles of an excellent change management communicationstrategy are as follows:

- Clarity of message - to ensure two way communication that is genuine

- Resonance of message - to ensure relevance and acknowledgement

- Accurate targeting - delivery and the emotional tone of the message

- Timing program - to reach the right individuals with the message that is appropriate

- Feedback procedure - to achieve timely targeting

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

The cause is a lack of communication along withlack of clarity. This is exactly what a ProgrammeManagement based method of change is really allabout and why it so significant.