Changing Change Communications It is clear that for change to be
change management. By extension, a key determiner of Change Communications is establishing the receptive environment in which change can be introduced. This has also been described as change readiness 9,20 which in turn is based on thorough preparation to facilitates real conversations 21 between individuals as well as between groups of stakeholders.
introduced smoothly and to be effective, a lot of thought, preparation and follow- through is required. Many choices and judgements will need to be made and good Change Communications is vital for success. In short, there is need for Change Communications to be led by an expert with experience in the field. Successful Change Communications professionals have an in-depth understanding of what makes people ‘tick’ and a proven track record in leading the process of change in a way that supports and delivers the business objectives behind the change. At the same time good communicators remain sensitive to where people might be on the change curve. Change Communications professionals should be politically astute and free from allegiances, something which can be difficult for a permanent employee. Any organisation undertaking significant change needs to think hard about whether an internal appointment for this role is the most appropriate one. The great author of the strategy may not have the right skillset or temperament to undertake the extensive planning and environment building which is at the heart of high-quality Change Communications, nor might they have the capacity. Following a parallel thread, Frahm and Brown 10 identify change receptivity as a prerequisite for the success of
To establish receptivity requires thorough preparation. Taking an
etymological approach, Simoes and Esposito 9 point out that the word communication has its root in the Latin word for collaboration : a good starting point as well as an objective in Change Communications. For change to be successful, preparation and execution must be strategic, but there also needs to be a clear understanding of the vision of and for change, as well as the identification of key audiences and messages. There needs to be an honest review of available communication channels, and the willingness to introduce new ones that will make it easier to achieve the required outcomes. With channels of communication functioning well, there is a deliberate effort to predict and minimise resistance while simultaneously maximising adoption and buy-in 9 . Built into the heart of good Change Communications are two non- negotiables. First, communication is regular and frequent. There is a steady flow of information, a drumbeat of communication that is both the message and the change. This happens
7
Made with FlippingBook - professional solution for displaying marketing and sales documents online