Page 30 - Warwickers Communication Counts v2015
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30 COMMUNICATING CHANGE 10 TIPS communicating
10 change TIPs
1 What sort of change? – 1. Culture (changing the way we do things – specific
attitudes and behaviours); 2. Structure (restructuring, merging); 3. Initiative (long term
impact on behaviour); 4. Campaign (business objective and time specific). Each
requires a different communication approach using differing levels of information and
interaction depending on how it impacts individuals.
Create a sense of urgency in parallel with a sense of continuity and
2 stability – focus on what is creating the need for change, frame it as moving towards
something, say what is changing (process and behaviours) , how the change evolves
from where you are now and what is staying the same. Think ‘Endings, Transitions,
New Beginnings’ (William Bridges)
3 Communicate the business context, the ‘why’ and then the ‘what’ –
business literate employees, with a grasp of the wider context, who understand the
thinking behind the change, will adapt more easily. Seek to separate big picture from
implementation communication. Only communicate task related information and
implementation details once the context is clearly understood. Do not rush it.
4 Make face to face communication the main channel – people prefer to
receive communication on change from their immediate manager. However for major
change messages they prefer a senior manager followed by their manager for
questions and updates.
Translate your message – sort your audiences and the messages by perceived
5 change impact first (positive, neutral, negative). Use the ‘change curve’ to understand
people’s reactions to change. Then translate what it means for individuals as everyone
wants to know how it will impact them and their perception of the change will cause
them to react differently. Remember they are unlikely to be where you are on the
change journey. So do not sell them on a bright new future before they ‘get’ the need
to change.
10 change TIPs
1 What sort of change? – 1. Culture (changing the way we do things – specific
attitudes and behaviours); 2. Structure (restructuring, merging); 3. Initiative (long term
impact on behaviour); 4. Campaign (business objective and time specific). Each
requires a different communication approach using differing levels of information and
interaction depending on how it impacts individuals.
Create a sense of urgency in parallel with a sense of continuity and
2 stability – focus on what is creating the need for change, frame it as moving towards
something, say what is changing (process and behaviours) , how the change evolves
from where you are now and what is staying the same. Think ‘Endings, Transitions,
New Beginnings’ (William Bridges)
3 Communicate the business context, the ‘why’ and then the ‘what’ –
business literate employees, with a grasp of the wider context, who understand the
thinking behind the change, will adapt more easily. Seek to separate big picture from
implementation communication. Only communicate task related information and
implementation details once the context is clearly understood. Do not rush it.
4 Make face to face communication the main channel – people prefer to
receive communication on change from their immediate manager. However for major
change messages they prefer a senior manager followed by their manager for
questions and updates.
Translate your message – sort your audiences and the messages by perceived
5 change impact first (positive, neutral, negative). Use the ‘change curve’ to understand
people’s reactions to change. Then translate what it means for individuals as everyone
wants to know how it will impact them and their perception of the change will cause
them to react differently. Remember they are unlikely to be where you are on the
change journey. So do not sell them on a bright new future before they ‘get’ the need
to change.
