Hi,
I need some information on the communication process during the turmoil that takes place during change management.Basically it should address these questions-who,what,where,when and how to go about it.It would be great if someone could give me a ppt on that or direct me to a website that talks about it.
8)
From India, Pune
1I need some information on the communication process during the turmoil that takes place during change management.Basically it should address these questions-who,what,where,when and how to go about it.It would be great if someone could give me a ppt on that or direct me to a website that talks about it.
8)
From India, Pune
Dear Colleagues,
There are some posts available on Change Management alraedy contributed by others, however I would try to put somethings down as requested by Gany.
WHO-In Managing Change in an organization the basic Change needed is the People-hence WHO to communicate change to is the general pool of staff of an organization-through the rank and file no discrimination or isolation. It has to be all inclusive.
WHAT-the Change Project Manager needs to keep on giving out facts to the Management and eventually the people-no hide and seek because ultimately the truth would be revealed at the time of implementation.
WHERE-this becomes relative in the sense that the strategy/budget deployed by the Change Committee would determine the venue. But I would suggest the following: Boardroom for top Management, Big office space for the generality of the workforce, or a business retreat venue for the Committees saddled with the implementation.
WHEN-this has to be communicated as often as possible to avoid misrepresentation of ideas, processes, intentions so that it would not lead to unwarranted upheavals.
The Changes intended should be probably be made known to employees from the onset, hence as they get to a new milestone they must have been prepared for it, but at the same time keeping them posted would still help reduce suspicion.
HOW-This could be through direct face to face communication, via newsletters, internal memos, notice boards, via the local area network, local periodicals-news papers etal
FEEDBACK-This is very crucial in Managing Change-The Project Manager needs to put in place a machinery that would get for him/her feed back from the system-the People.
In the light of this-questionaires could be administered, most times open-ended type is suggested, specific and generic employee surveys could be carried out.
OUTSOURCING CHANGE MANAGEMENT-This is most times adviced when internally issues are becoming sticky, thorny and sentimental. Change Management could be contracted out to Human Resources Consultants to Manage and eventually implement. They most times come out with professionally objective opinions, decisions and advice.
Thanks.
From Nigeria, Lagos
There are some posts available on Change Management alraedy contributed by others, however I would try to put somethings down as requested by Gany.
WHO-In Managing Change in an organization the basic Change needed is the People-hence WHO to communicate change to is the general pool of staff of an organization-through the rank and file no discrimination or isolation. It has to be all inclusive.
WHAT-the Change Project Manager needs to keep on giving out facts to the Management and eventually the people-no hide and seek because ultimately the truth would be revealed at the time of implementation.
WHERE-this becomes relative in the sense that the strategy/budget deployed by the Change Committee would determine the venue. But I would suggest the following: Boardroom for top Management, Big office space for the generality of the workforce, or a business retreat venue for the Committees saddled with the implementation.
WHEN-this has to be communicated as often as possible to avoid misrepresentation of ideas, processes, intentions so that it would not lead to unwarranted upheavals.
The Changes intended should be probably be made known to employees from the onset, hence as they get to a new milestone they must have been prepared for it, but at the same time keeping them posted would still help reduce suspicion.
HOW-This could be through direct face to face communication, via newsletters, internal memos, notice boards, via the local area network, local periodicals-news papers etal
FEEDBACK-This is very crucial in Managing Change-The Project Manager needs to put in place a machinery that would get for him/her feed back from the system-the People.
In the light of this-questionaires could be administered, most times open-ended type is suggested, specific and generic employee surveys could be carried out.
OUTSOURCING CHANGE MANAGEMENT-This is most times adviced when internally issues are becoming sticky, thorny and sentimental. Change Management could be contracted out to Human Resources Consultants to Manage and eventually implement. They most times come out with professionally objective opinions, decisions and advice.
Thanks.
From Nigeria, Lagos
A small note on HOW ...
What all has been mentioned is related to the 'formal' channel of communication.
We should not forget that the inormal channels of communication are far more effective adn powerful than the formal ones.
Watercooler chats , corridor discussions , lift snitches .... all of these give rise to the corporate grapewine. Some effort should be made to 'utilise' these informal channels also to propogate the 'right' message.
Efforts to lead the informal messeges to pay attention to the formal ones. For example talking in the corridoor / lift / cooler about the new change mgmt poster put up on the notice board ... or talking randomly about the intellectual beauty of the article in the newsletter.
Its like 'trying' to keep a secret and limiting some 'good' thing in closed circles .... such info has the potential to spread faster than any formal communique.
Kind of ... Left adn Right brain thinking on Communication.
Hope the above pointers help ...
reply / comments invited ....
... shoOOonya ...
From Switzerland, Geneva
What all has been mentioned is related to the 'formal' channel of communication.
We should not forget that the inormal channels of communication are far more effective adn powerful than the formal ones.
Watercooler chats , corridor discussions , lift snitches .... all of these give rise to the corporate grapewine. Some effort should be made to 'utilise' these informal channels also to propogate the 'right' message.
Efforts to lead the informal messeges to pay attention to the formal ones. For example talking in the corridoor / lift / cooler about the new change mgmt poster put up on the notice board ... or talking randomly about the intellectual beauty of the article in the newsletter.
Its like 'trying' to keep a secret and limiting some 'good' thing in closed circles .... such info has the potential to spread faster than any formal communique.
Kind of ... Left adn Right brain thinking on Communication.
Hope the above pointers help ...
reply / comments invited ....
... shoOOonya ...
From Switzerland, Geneva
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