CM Communicating change module 4 Flashcards
Module objectives
Identify cognitive biases
determine 6 factors to encourage engagement
list the processes of the communication planning framework
explain the seven steps for developing a communication strategy
Cognitive biases x4
- Confirmation bias: people only retain information which re-enforces existing beliefs. To overcome this engage staff in discussions and clearly communicate the reasons and evidence for why the change is beneficial
- Status quo bias: people avoid change to keep the same. to overcome communicate what will change and what will stay the same, provide plan with practical steps which need to be taken
- Bandwagon effect: inclination for people to hop on when more people start to believe something. to overcome communicate success stories early on in the change process and continue throughout
4, Availability bias: people view the most easily available or most memorable information as the most significant. to overcome clearly communicate how and when issues raised are being dealt with
Feedback mechanisms
‘(cybernetics)
gives sender and idea of how their message has been revived, and turning it into a two way process. sender must take on board feedback and respond accordingly. obtain feedback throughout a change inititive is a useful activity for measuring the effectiveness of communication efforts
Communication methods/approachs
Interopersonal: face 2 face, two way
Mass communication: org wide announcements
one way comms takes less effort, but has little feedback. Engaged share input takes longer and more effort but increases engagement.
AIDA - change marketing journey
Attention: increase awareness and reasons for change/urgency, can be one way
Interest: when people understand they become interested. give out more specific info at this stage and advise how it will be beneficial. Two way comms should be used with groups etc. information must be consistent and credible.
Desire: people think about the change for themselves and the possibilities the change could bring. provide comms on where additional change information can be found. ask for feedback
Action: people want to play an active role. two way comms and workshops
Sponsors and leaders of change
people need to have a meaningful role in change. sponsor/leader engagement is crucial. a one way approach to get info to large numbers of people is quick and effective.
Factors to encourage engagement
- dont wait to all info is available/know
- focus on two way comms
- consider impact of change to individuals
- target audiences to segment information and avoid overload
- allow plenty of time
- encourage feedback and act on it
Communications: five best practices
- Identify clear messages appropriate for the audience
- make information simple, clear and easy to navigate
- use an appropriate tone and style
- cater for different personality preferences
- include the actions required from people and where they can get support
Barriers to effective comms
- Emotions, attidues and perception: how people read info, how they fee influcnes what they take notice of and the meaning they attach to any communication, credibility can be a factor.
- Types and amount of info: to much or too little info is not helpful. language used must be appropriate for the audience.
- Cultural, social and organisational: big divides can exist between management and employees, or between divisions. A rigid hierarchy can make the flow of info between teams and divisions difficult.
Encouraging engagement - 3 types
- Symbolic actions and symbolism: behaviours and actions of those leading change have a simpact on peoples level of engagement, more so than any formal presentation.
- use of metaphor: people easily understand a situation and connect with it if they can visualise it
- use of narrative and storytelling: helps engage people at an emotional level as our minds need to be activity engaged in making sense of stories
Communical channels
Push channels: one way eg notice board, good for announcements
Pull channels: allow people to pull info when they need it, when they are ready to take it in.
Channels can be lean or rich
- interactivity: is there an opp for interaction/quick responses
- multiple cues: does it provide multiple layers of feedback signals to help people understand the meaning? variety of formats (visual/video conference (rich), numerical (lean)
Fostering collaboration: cafes
Set the context create a hospitable space explore questions that matter -encourage everyones contributions -connect diverse perspectives -listen together for insights -share collective discoveries
Fostering collaboration: open space technology
a structured way to encourage ad-hoc conversation or self organising meetings.
- law of two feed if not contributing move on
- smaller face to face interpersonal comm channels include one to one meetings, small group meetings or informal around the water cooler gatherings
Social media
-richer and faster engagement, can build communities
Best practice guidelines
-clearly link social media objectives to the comms strategy for change
-train people in solical media so they are confident using it
-create best practice guidelines about what is acceptable
-establish governance to monitor adherence to a clear social media policy
-have didicated resources to generate content and interaction
-seek commitment form all levels of management for use of social media
-put monitoring systems and processes in place to measure its effectiveness
Effective communication planning objectives
- provide information: keep everyone updated with relevant and timely information, ideas and concepts
- provide the context for change: people need to understand the bigger picture surrounding the changes and relate it to their own situations
- engage people: dev shared understanding, exchange ideas, relay any concerns they may have and contribute to making change happen
- evaluate and gather feedback: check how the information is being received and whether the comm has been effective
