Audience Identification
A classic failure of change management is to restrict communication to a small group of stakeholders and exclude everyone else. This opens the door to resistance to change and gives it legitimacy such as stakeholders who can point out they weren't consulted.Message Framing
Crafting your message to have an effect. Explaining why a change is required is key. For example, communicating the competitive pressures that demand change.Candor
Avoid deception and insincerity. If a change is bad news, express it as such and express empathy.Nudges
Nudges are gentle suggestions that allow people to come to their own conclusion such as "we need your help ...". This tends to be more persuasive than commanding language such as "you must ..."Buy-in
The goal of change communication is to ask for agreement and enthusiastic support.Feedback
Generally speaking, buy-in can't be achieved without partnering with stakeholders and incorporating their feedback or at least capturing and considering it.Anticipating Objections
Anticipating objections is the practice of generating a list of likely objections to your message and planning to handle each.Storytelling
Change communication shouldn't be construed as purely informational. It is designed to create emotions such as camaraderie, fear, pride and excitement. This requires a storyteller as opposed to an administrator.Setting Expectations
Although you may frame your message as asking for help and buy-in it is important to be candid about what is expected and required.Continued Engagement
A common failure of change management is to have a big upfront communication about a change but fail to followup. As a change encounters issues and problems that are inevitable in any large change, change communication continues.Recognition
As change progresses, it is helpful to celebrate milestones and recognize agents of change. This can fight the impression that a change is failing or doomed. It also sends the clear message that agents of change are rewarded and obstacles to change are sidelined.| Overview: Organizational Change Communication | ||
Type | ||
Definition (1) | The process of communicating change that can expect resistance. | |
Definition (2) | The process of communicating major changes. | |
Related Concepts | ||
