Change Management Communication Thesis

Change Management Communication Thesis-54
And don't forget to continue and reinforce the 'why' throughout the entire project, especially if time elapses between your first communication and the start of implementation.

And don't forget to continue and reinforce the 'why' throughout the entire project, especially if time elapses between your first communication and the start of implementation.Making a change is a personal choice, no matter what senior leaders believe. To be effective, communications must get at what an employee cares about and values. Employees prefer to hear messages from two people in the organization, and neither is the project leader.

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It also includes educating them on how to deliver key messages.

A holistic communication plan uses numerous channels to reach employees.

Communications cannot be viewed as an activity that is planned, delivered and then checked off the list of work to be done.

You must find ways to ensure that employees are hearing and interpreting the messages you are trying to send.

When individuals learn of a change, their first question is, "Why is this happening.” Senior leaders tend to focus on the vision of the future state, and project teams tend to focus on sharing their great new idea.

However, the first communications about a change should focus on why the change is happening.

That’s way management need to tell a compelling change story that motivate employees – again and again. So better make sure that the internal communication is on the top of the agenda: When it comes to change, people don‘t believe in a new direction because they suspend their disbelief.

They believe because they‘re actually seeing behaviour, action, and results that lead them to conclude that the program works.

While it is more time intensive, do not underestimate the value that face-to-face communication creates.

It is important to repeat key messages a number of times.


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