Like many inner communications, you might find that conveying change is an extremely demanding part of your purpose. In the current environment, change is a truth of life. Businesses, resistant to change, risk losing their competitive edge.
The method of change is not simple. As human beings we often feel threatened by change. We need to acknowledge that change may be exciting as well as challenging as it stimulates ingenuity and innovation. Good for company and good for us. The question is, "Is it potential to assist in managing change without all the play?"
Before engaging in communicating change, it's crucial that you understand your part in the change process as well as the psychology of change. Change needs to be effectively managed and communicated so that it's embraced rather than rejected.
Among the more sensitive areas to manage is your senior management team. They may be driving the change initiative, but might not be so good at communicating thoughts in a way that is attainable to any or all staff. They might not have a framework for handling the change procedure. Part of your occupation is likely to be supporting your key stakeholders and making it simple for them to communicate effectively to staff at all levels.
How can I communicate change and minimise negative characteristics of the change procedure?
These provide a framework for handling change communications process and the change. Select procedures that suit you as well as your company's culture and that are proper to the type of change you need to implement.
It doesn't take long to learn about trust, when studying change management. It does take time to acquire employee trust, that is the foundation of an employee's commitment to the company. It does take time to build it but only minutes to destroy it. Indications that trust has been eroded include opposition to change, poor morale, lower productivity, a rumor factory that is solid and great staff leaving. All this can be avoided by an excellent change management procedure with effective, fair inner communications and make implementing changes an exciting and rewarding challenge.
Comprehend the psychology of change
Many of us don't espouse the demand for change, particularly when things seem to be going along just fine. We're firmly ensconced in our comfort zone and have an awareness of wellbeing. In the industry world, however, senior management needs to be at least in order to keep up the competitive advantage of their organization. Senior management may read 'comfort zone' as 'stagnation' and promptly start planning to innovate and enhance.
Someone come up with a plan, and has clearly thought about the current scenario, analyzed solutions prior to announcing any change. This plan is then frequently rolled out to the employees.
During times of organizational change, workers can become less productive and challenge their job protection. Their response to change is often emotionally charged and if change is not managed and conveyed effectively the odds of success reduce significantly.
'The Change Curve' graphically describes the psychology Communication in the workplace of change. It records stages that workers usually move through during a change initiative. We must not overlook the fact that when there are important changes, folks may need time to grieve for any perceived or actual reductions.
To communicate effectively, it is essential to recognize your workers' mindset at any given phase of the procedure, so that you validate their feelings, can support them and transfer them through to the commitment stage.
Commonly at the start of any change initiative employees experience:
o Anxiety; e.g. of job loss or of increased duties
o Frustration; e.g. with the procedure or with lack of information, or even
o Acceptance; e.g. they recognize that change is needed or inescapable.
Realizing the needs of your key stakeholder groups and where they're along the continuum of the change curve enables you to hone your communications strategy. Selecting a framework with an iterative strategy, enables you to make subtle (or not so subtle changes) your role in the change process is as successful as possible.