Post on 03-Dec-2015
description
A SURVEY IN CANADA'S MANAGERS IN TOP CORPORATION VIEWED COMMUNICATION AS THE MOST IMPORTANT FACTOR IN ACHIEVING
SUCCESSFULCHANGE SUCH AS MERGERS, DOWNSIZING AND REENGINEERING
A SURVEY OF TOP MANAGERS IN FORTUNE 1000 FIRMS FOUND THAT A CLEAR AND CONSISTANT COMMUNICATION WAS DEEMED BY THEM TO BE
INTEGRAL TO ACHIEVING SUCCESSFUL ORGANIZATIONAL CHANGE.
A STUDY OF 43 US ORGANIZATIONS IN THE MIDST OF MAJOR CHANGES FOUND THAT MOST COMPANIES HAD NOT DEVELOPED A STRATEGY FOR
ANNOUNCING THE CHANGE WHICH LEAD TO THWE EMERGENCE OF COUNTERPROUCTIVE RUMOURS
OBJECTIVE OF THE SESSION
DEALING WITH COMMUNICAION STRATEGIES FOR SUCCESSFUL CHANGE MANAGEMENT
SKILLS NEEDED TO PUTTING THOSE STRATEGIES INTO
ACTION
LANGUAGE
STATEMENT 1“SIT DOWN” THIS SIGNALS HIGHER STATUS OF THE PERSON
UTTERING THE STATEMENT ; PERHAPS IT INDICATES ANGER AND NO NEED
TO ENGAGE IN PLEASNTARIES
STATEMENT 2“I WOULD BE HONOURED IF YOU WOULD SIT DOWN” THIS SIGNALS
RESPECT OR POOSIBLY SARCASM DEPEDING ON THE TONE OF VOICE AND SITUATION
POWER IN COMMUNICATION RELATES TO THE GRAVITY WITH
WHICH THE STATEMENT IS BEING CONVEYED
Based on work originally proposed by
the social psychologists
French and Raven,
there are six different breakdowns of power in
interpersonal communication:
referent, legitimate, reward, coercive, persuasive,
and expert.
Referent power - is based upon the identification with the person who has the resources, or the desire to be like that person. It could be regarded as imitative power, which is often seen in the way children imitate their parents.
Legitimate power - is based on agreement on commonly held values which
allow one person to have power over another person, for example an older
person or one who has longer service or is seen to be charismatic.
Expert power - is based upon one person perceiving that the other person has
expert knowledge of a given subject and is a recognized authority in a given
situation as the engineer in a building project.
Coercive power - this enables a person to mediate punishments for others. For
example, to dismiss, suspend, reprimand them, or make them carry out
unpleasant tasks.
Reward power - occurs when a person has the capacity to offer or mediate
rewards to others as promotions, recommendations, praise or answers to
questions.
GENDER DIFFERENCES
GETTING CREDIT
TANNEN FOUND THAT MEN TEND TO CLAIM CREDIT THROUGH THE USE
OF THE WORD “I” .WHILE WOMEN ARE MORE LIKELY TO ISE THE WORD “WE”
EVEN IN SITUATIONS WHERE THEY HAD SPECIFICALLY TAKEN ACTIONS
THEMSELVES
AN UNDERSTANDING OF POTENTIAL GENDER DIFFERENCES IN THE COMMUNICATION
PROCESS WILL REMIND CHANGE MANAGERS TO REFLECT ON THE ACCURACY OF
THEIR ASSUMPTIONS AND CONCLUSIONS ABOUT PARTICULAR INDIVIDUALS
FOR EXAMPLE, AN ASSESSMENT BY A MALE MANAGER OF HOW WELL A WOMAN IS
COPING WITH CHANGE, COMPARED TO OTHE MAN IN THE SAME ORGANIZATION
UNIT
EMMIOTIONS AND COMMUNICATIONPOINTS NEED TO BE CONSIDERED WHILE FRAMING THE ENTIRE MESSAGE
CORE MESSAGE REGARDING THE CHANGE
EMOTIONAL ARGUMENTS
METAPHORS
PACKAGING THE MESSAGE
EMOTIONAL MODE OF COMMUNICATION
HUMOUR
DISPLAY EMOTIONS
CHARACTERISTICS OF CHANGE LEADERS
EMMIOTIONS AND COMMUNICATIONPOINTS NEED TO BE CONSIDERED WHILE FRAMING THE ENTIRE MESSAGE
BEHAVIOUR OF CHANGE MANAGERS TO STAFF
FAIRNESS AND JUSTICE
SETTING
GROUP DYNAMICS
CEREMONIES
PLEASANT ATMOSPHERE
STRATEGIES FOR COMMUNICATING CHANGE
HOW MUCH CAN YOU
COMMUNICATE?
HOW TO GET
STAFF
BUY IN?
COMMUNICATION STRATEGY CONTINUUM
HOW MUCH CAN YOU COMMUNICATE?
HERE THE QUALITY OF THE COMUNICATION BECOME IMPORTANT --- AND THE QUANTITY OF THE COMMUNICATION DOES NOT
PLAY ANY ROLE.
CHANGE TEAM IS AT ITS BEST WHEN ITS MEMBERS ACT NOT AS THE
REPORTERS OF THE INFORMATION ABOUT THE CHANGE BUT AS
SENSE MAKERS FOR FASCILITATING AND UNDETRSTANDING FOR THE
CHANGE RECEPIENTS AND HELPING THEM TI IDENTIFY ---
( FILTER AND DISTILL )
WHAT IS IMPORTANT IN THE INFORMATION THAT IS PROVIDED?
THIS HELPS TO AVOID WASTAGE OF TIME INVOLVED IN TRANFERRING
THE UNNECCESSARY INFORMATION AND THE CHANGE MAKERS
ALSO GAIN TIMELY FEEDBACK
GETTING WORD OUT OR GETTING BUY IN
GEETING WORD OUTMEANS
INFORMATION PROVIDED
ABOUT CHANGE
GETTING STAFF BUY INMEANS
PARTICIPATION IN
UPCOMING CHANGR
HERE THE GEETING STAFF BUY IN PLAYS AN IMPORTANT ROLE AS IT
HELPS TO GET THE INFORMATION FROM THE PEOPLE THAT WILL BE
USEFUL IN ACHIEVING THE CHANGE
IDENTIFYNG WHAT IS IMPORTANT FOR THEM AND UNCEVERING WHAT
THEY SEE AS COST AND BENEFITS OF CHANGE.THIS SORT OPF
PARTICIPATION ---------
WILL TOUCH INDIVIUAL STAFF IN A WAY THAT MOTIVATES THEM
TOWARDS THE CHANGE
WILL ALSO RELATE POSITIVELY TO BOTH WHETHER THEY PERCIEVE
THE OUTCOME OF THE CHANG AS FAIR OR WHETHER THEY PERCIEVE
THE CHANGE AS FAIR
THE COMMUNICATION STRATEGY CONTINUUM
LOW
HIGH
SPRAY & PRAY
TELL & SELL
UNDERSCORE & EXPLORE
IDENTIFY & REPLY
WITHHOLD & UPHOLD
GREAT LITTLE
AMOUNT OF INFORMATION TRANSMITTED
CO
MM
UN
ICA
TIO
N
EF
FE
CT
IVE
NE
SS
CONTINGENCY APPROACHES TO COMMUNICATION STRATEGY
DEPENDS ON
THE TYPE OF CHANGE
DEPENDS ON
THE STAGE OF THE CHANGE
COMMUNICATION STRATEGY DEPENDING ON THE TYPE OF CHANGE
(1)DEVELOPMENTAL/INCREAMENTAL
(2)TASK FOCUSSED
(3)CHARISMATIC
(4)TURNAROUNDS
COMMUNICATION STRATEGY DEPENDING ON THE STAGES OF CHANGE
COMMANDING,LOGICAL,INSPITRATIONALAND SUPPORTIVE
TYPES OF LEADERSHIP ALSO
GETS TRANSFORMED PERTAINING TO THE STAGES OF CHANGE.
THESE STAGES OF CHANGE ARE--
PLANNINGENABLING
LAUNCHINGCATALYZINGMAINTAINING
TALKING IN STEPS
INTIATIVE CONVERSATION
CONVERSATIONS FOR UNDERSTANDING
CONVERSATION FOR PERFORMANCE
CONVERSATIONS FOR CLOSURE
TALKING COHERENTLY
IDEALS
APPEALS
RULES
DEALS
CHANGE CONVERSATION SKILLS
ALIGNING THE LANGUAGE WITH THE DESIRED CHANGE
MACHINE IMAGERY OF CHANGE
DEVELOPMENTAL IMAGERY OF CHANGE
TRNSITIONAL IMAGERY OF CHANGE
TRANSFORMATIONAL IMAGERY OF CHANGE
CREATING A COMMON CHANGE LANGUAGE
CHANGE CONVERSATION SKILLS
COMMUNICATING CHANGE WITH THE OUTSIDE WORLD
SELLING INTERNAL CHANGES TO EXTERNAL STAKEHOLDERS
IN THIS REFERENCE SOME OF THE DEFENSIVE MANAGEMENT
PRACTICES USED ARE--
EXCUSESJUSTIFICATION
DISCLAIMERSCONCEALMENT
COMMUNICATION STRATEGIE SPRACTIED DURING THE
CRISIS MANAGEMENT PLAY AN IMPORTANT ROLE
IN MAINTAING AND UPBRINGING
THE CORPORATE REPUTATION
STRATEGIES USED ARE---MORTIFICATION
CORRECTIVE ACTION
BOLSTERING
DENIAL
SHIFTING THE BLAME