This session is on COMMUNICATING ORGANISATIONAL CHANGE and we are going to deal with Customising the message to particular stakeholder groups Specifically addressing fear Dealing with resistance to change through communication Use of different media to get your message across Ultimately, message today will be “horses for courses” Please ask Q&A as we go.
But first, in case anyone underestimates the value of communication during the change process, ask yourself what you personally hate about change – of any kind, family, work... Usually it will be you are NOT IN CONTROL. Or to put a different way, you don’t have enough certainty and information. The importance of communication in a change initiative is – what do you want? Either Vision ,isunderstood, under communication of the message and inconsistency Or Pulling in the same direction Motivation
Let’s look at the magnitude of the job..... (go through slide) Conclude – it’s a Huge Task, but it has to be done, and done smartly
So to communicate in a smart way, are there any principles we can apply? Here’s 7 principles of communicating change described by John Kotter in Leading Change Describe Kotter Describe research for Leading Change Go through the 7 and expand YOU WILL SEE THESE ELEMENTS APPEARING IN THE CASE STUDIES I WILL TAKE YOU THROUGH
Let’s start by looking at how you “craft” the message for specific stakeholder groups The problem with wide spread communication is We hear what we want We hear what we need Expand on both Describe Maslow’s hierarchy and go to next slide
To summarise that process..... Identify the ONE message (different perspectives but ONE message) Then identify stakeholder groups and their needs Analyse the ONE message for their perspective and speak to it – SIMPLE Quantify the message – start at the top and cascade down – what does it mean for the organisation? For us? For me? Always look for the most appropriate forum or vehicle for each group – what works for one....? Proactively look for feedback, especially negative feedback – analyse coldly and deal with it quickly Always find the converted – let them, teach them to pass on the message – Much more CREDIBLE
Let’s now look at Addressing fears of specific stakeholder groups as they arise But firts let’s talk about some facts and myths about why people don’t listen? Go through – expand, lessons intellect? Resistance? Avoid pain? Why people don’t seem to listen? Maslow again ULITMATELY – it is about FEAR Managers used to telling – and dealing with their direct reports – but in change managers must address broader constituency because they affect their direct reports
So from that example what are the processes to address fears? One message – different impacts but dealt with one way (perspectives again) Allowed – INVITED – fear to emerge so it could be identified and quickly dealt with Answers to fear found from within the plan – or as near it, and plan further developed if necessary Continually use symbols – metaphor, analogy – make the message “every day” Explicitly find and explain seeming inconsistency – where real, root it out Lead by example – always explain – always publicly apologise
Let’s now talk about dealing with resistance to change. I won’t spend long on this because you should by now be seeing that resistance to change is all about... NOT ADDRESSING SPECIFIC STAKEHOLDER GROUP’S NEEDS If we ensure the change message is targeted specifically to groups, and that fear is appreciated and dealt with, resistance should lessen considerably. So, in order to deal with resistance we should Deal with different needs Deal with fear Ensure the vision and values are clear and motivating (sunny days ahead) Walk the talk Deal with inconsistencies and barriers Use the converted, and gradually isolate critics and let them wither on the vine
So to summarise, communication is critically important in any change effort. It can take a huge amount of time – but ultimately it is about value for time, not simply the amount. Still – how important is the change effort? Here are some lessons from the case studies Go through each (Expand)
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