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Ideas to Communicate Change Efficiently to Staff

Tips to Communicate Change Efficiently to Staff

Like many internal communications, you may find that communicating change is an extremely demanding part of your role. In the current environment, change is a fact of life. Businesses, immune to change, risk losing their competitive advantage.

The procedure of change is complex. As human beings we often feel threatened by change. But the irony is that without change we all might still be living in caverns. We need to acknowledge that change can be exciting in addition to challenging as it stimulates innovation and ingenuity. Good for company and good for all of us. The inquiry is, "Is it possible to assist in handling change without all of the drama?"

It's very important to understand the psychology of change and your role in the change process before engaging in communicating change. Change has to be efficiently handled and communicated so it is 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 quite as proficient at communicating ideas in a way that's accessible to any or all staff. They may not have a framework for managing the change process. Part of your occupation is likely making it easy to allow your key stakeholders to communicate efficiently to staff at all levels and to be supporting them.

How can I minimise negative characteristics of the change process and communicate change?

These supply a framework for handling the change and change communications procedure. Select processes that suit you and 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 takes a while to win employee trust, that is the foundation of an employee's obligation to the business. It takes some time to build it but only moments to destroy it. Hints that trust was eroded include opposition to change, poor morale, lower productivity, a rumor mill that is solid and great staff leaving. A great change management process with effective, honest internal communications make executing changes an exciting and rewarding challenge and can avoid all this.

Don't let the change curve become a roller coaster - Change is a complicated dilemma. Many of us do not espouse the demand for change, especially when things seem to be moving along just fine. In the business community, nevertheless, senior management needs to be at least one step ahead so as to keep the competitive edge of their organization. Senior management may read 'comfort zone' as 'stagnation' and immediately begin intending to innovate and improve.

Someone has obviously thought about the present scenario, examined alternatives, and develop a strategy prior to declaring any change. This strategy is then often rolled out Employee engagement to the workers. Being suddenly faced with a change plan, and feeling left out of the loop, makes many employees feel nervous.

During times of organizational change, workers can become less productive and question their job protection. Their response to change is usually emotionally charged and if change isn't managed and conveyed efficiently the chances of success reduce.

'The Change Curve' graphically describes the psychology of change. It records stages that employees normally move through during a change initiative. These periods range between Satisfaction (I'm happy as I'm) through Denial (This isn't applicable to my work), Opposition (I'm not having this), Investigation (Could this work for me?), Hope (I can see how I can make this work for me), right through to Dedication (This works for me and my co-workers). We must not overlook the fact that when there are critical changes, people may need time to grieve for any perceived or real losses.

To convey efficiently, it's essential to recognize your employees' mindset at any phase of the procedure, so you can support them, validate their feelings and move them through to the dedication period.

Generally at the beginning of any change initiative workers experience:

o Fear; e.g. of job loss or of increased duties

o Frustration; e.g. with the process or with deficiency of information, or even

o Acceptance; e.g. they understand that change is needed or inevitable.

Realizing your key stakeholder groups' needs and lets you hone your communications plan where they're along the continuum of the change curve. Selecting a framework with an iterative approach, enables you to make subtle (or not so subtle changes) your part in the change process is as successful as possible.

Admin · 151 views · Leave a comment
15 Dec 2014. 06:46:16 pm

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