Page 55 - Warwickers Fresh Ideas Book vflip3 2015
P. 55
What sort of change? – 1. Culture (changing the way
1 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
2 sense of continuity and 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)
Communicate the business context, the ‘why’
3 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.
Make face to face communication the main
4 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.
55
1 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
2 sense of continuity and 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)
Communicate the business context, the ‘why’
3 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.
Make face to face communication the main
4 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.
55
