Like many internal communications, communication is a very important part of the role. Change in today's environment is a fact of life. The risk of change-resistant companies is lost in competitiveness
The process of change is complex. People are often threatened by change. But the irony is that without change we may still live in caves. We must realize that change is exciting and exciting as it stimulates innovation and creativity. Good business and good for us. The question is, "Can you help manage change without all the drama?"
Before promoting change, it is important to understand the psychology of change and its role in the process of change. Changes need to be effectively addressed and communicated to make them more acceptable and not rejected.
It's one of the most sensitive areas you can handle the top management team. They may be guided by the change initiative, but it is not so good if the ideas are communicated in a way that is available to all employees. They may not even have the framework for managing change processes. Part of your work is likely to support your key stakeholders and make it easier for them to communicate effectively at all levels of staff.
How can I communicate with the changes and minimize the negative aspects of the change process?
There are change management methods that have proved successful when making changes. They provide a framework for managing the communication process of change and change. Select the processes that match your culture and culture and match the type of change that you want to implement.
When researching change management, it does not take long to get to know the trust. It takes time to acquire employee confidence, which is the basis of the employees' commitment to the business. It takes time to build it, but we can only destroy it in seconds. Signs of trust eroded, lower productivity, bad morbidity, resistance to change, strong rumor and good staff. A good change management process with efficient and honest internal communication can avoid all these and implementing changes can be an exciting and rewarding challenge.
Understanding the Psychology of Change
Do not Let the Change Curve Roller Coaster – Change is a complex issue. Many people do not accept the need for change, especially when things seem to be moving well. In the comfort zone we are firmly accommodated and feel good. However, in the business world, senior management must be at least one step away to maintain the competitiveness of their organization. The management reads the "comfort zone" as "stagnating" and immediately begins to plan innovation and repair.
Before reporting a change, someone has obviously considered the current situation, analyzed the solutions, and developed a plan. It takes time. This plan is then often made available to employees. If we suddenly face a change plan, and getting out of the loop, many people are feeling it.
At the time of organizational change, workers may be less productive and question the security of their work. The response to change is often emotionally charged and if the change is not handled and communicated effectively, successful chances are significantly reduced.
The "Change Curve" graphically describes the psychology of change. This lists the sections where employees typically switch to a change initiative. These sections are from satisfaction (I'm happy about it) with Denial (that is not relevant to my work), resistance (I'm not like that), research (is this work for me?), Hope (I can see how I can do this job to me), up to the commitment (This works for me and my colleagues). We must not ignore the fact that when there are significant changes, people need time to mourn for any perceived or real loss.
For effective communication, it is essential to recognize employee thinking at any stage of the process, so you can support them, enforce your feelings and copy them to the commitment phase.
At the beginning of change initiation, employee experiences usually occur:
o Fear; for example. loss of jobs or increased accountability
o Frustration; for example. due to the process or lack of information
o Acceptance; for example. recognize that change is necessary or inevitable
By understanding the needs of key interest groups and the continuity of the change curve, it is possible to formulate a communication plan. Choosing the iterative approach allows you to fine-tune (or do not do too fine) changes, so your role in the change process is as effective as possible.
Clarifying Strategic Thoughts and Messages  Why Change?
Even if you trust your colleagues, they will not step in and change unless you give a compelling and logical reason for the change. Your strategy should seek inspiration from staff rather than despair.
The structured process is only part of strategic planning. An iterative process that will allow you to continuously improve on the feedback you receive is an excellent approach. Based on our feedback, we've shown that you listen to not only your employees, but also take them into account. This can be a powerful way to involve staff and move the change curve to an exploratory stage.
A successful change management process is part of strategic communication. This also implies that the management team effectively communicates. A strategic step can be to measure how effective leaders communicate with key messages and enable poor performance. Roger D. Aprix notes that as some executives resist resistors, either ignoring or killing them. Proposes a strategic approach; which includes commitment:
o Convincing logic
o Concordance between actions and words
o Involvement of stakeholders
o Minimizing confidence and fear
o Repeating Primary Themes
Think of these building blocks throughout key messages to support the change process.
To build trust, you must be honest. There is no chance of creating a convincing case for change and you will find that employees will work out their own, usually less flattering, reasons for change. Do not assume that negative people are necessarily sabotaging the project. If you let them go, but it's your job to win them. Conversions can become their greatest allies.
"Walk the talk," as the performances are louder than words. Let the people involved. You may not like some of the heard messages, especially in the Denial and Resistance section. However, acknowledging people's fears is one of the ways to minimize anxiety, especially when it comes to trust and honesty.
Messages must highlight the positive and eliminate (or ultimately minimize) the negative. Repeat is an effective tool. People only hear the message when they are ready to hear. Those who keep bombarding the information are very good at filtering noise. So, repeat the key messages until everyone gets it.
Customize and target messages to all of your key stakeholders. Do not forget to massage your messages to take into account staff thinking at each stage of the project.
Make sure you see the project until the end. If this means providing extra support to some groups or providing additional training, do so. Behavior is embedded.
Sun Microsystems's "Knowledge, Attitude, Action" model provides a tactical approach from the existing position of moving staff to the desired. For example:
o Current employee knowledge is "I do not know our strategy" to "know where we are going"
o Current employee attitudes from "I'm worried about losing my job" are "worrying about my future"
o This employee's action "I'm just doing what I'm saying" is "I'm proactively shaping my work to help the company achieve its goals."
Clear, positive messages show a clear and positive direction.
If there is no strategic plan, staff may feel demoted and suspicious. You can spend a lot of time and money on communicating, but you still find a rumor mill that does not communicate or nourish staff. Think strategically and manually to make clear messages and communicate with you.
Listen to it
Do the staff have to leave and leave them?
Many change management projects insist directly to tell the staff what changes they are making and begin to download them in every detail. This kind of insensitive approach makes employees look shocked and shocked. This initial shock is often followed by behaviors like denial, anger, "blocking" and in some cases depression.
Staff needs time to grab the change before it can move. Since these emotions are an anticipated part of the change curve, it is wise to provide ways in which staff can express their views. Personnel who perceive losing their jobs, relocating or transferring them are concerned. Hearing and recognition of their views will help you and you.
So your role is to find proactive ways of listening and listening. You need to be able to hear what people think after the change is announced. You can apply a number of approaches, such as opening team meetings, interviews, or forums. It is important not only to collect feedbacks, but to examine more deeply to understand the issues and to understand how these problems affect individuals. Communication needs to be a two-way street
Personnel can explore their feelings and possibilities, so comments on how to start "de" or answer questions do not help them or clarify issues. So listen to it first and try to get to the center of the matter and acknowledge what they feel.
Sometimes staff needs only one place to cool the steam. If you do not listen to the staff and let them hear their feelings and ideas, rumor and anger will grow. Even if bad news has to be communicated, you can handle the process dignified. Active and empathic listening plays a prominent role in this process.
Use personal meetings on sensitive issues and provide plenty of time to find answers and answer questions. If you have to comment, keep your message short and clear.
Staff can ask more questions or want to make further comments after you have had time to get the information. Time can not afford you or other leaders to constantly face the meetings, so you may have to think differently "listen".
Get in touch
to go further with my job?
Management should not ignore the change management people's page. According to the Harvard Business Review, 70 percent of change initiatives are unsuccessful because organizations can not handle human reactions to change.
Commitment begins at the top and applies to all levels of leadership. Research has shown that employees are reluctant to trust and communicate better with their direct manager or supervisors. As a result, this leadership level plays an important role in communicating and implementing change. All levels of management team involved in planning and designing communication make them a better project team.
Commitment not only to the management team, but also to the staff. Commitment requires time and patience. And you have to start at the start of the change process.
Steve Lemmex suggests a two-part strategy. The first part is dealing with resistance to change. At this stage, key strategies include being open and honest and giving people time to express their feelings and take action with the consequences of change.
The second part includes the condition of the patient and the staff is ready for the research phase. This is when you involve staff by exploring "why, when and how" things to do. This inclusive approach maximizes purchasing and strengthens staff skills. Encourages commitment. Involve people and take ownership. In addition, staff often find innovative ways in which staff will never think.
Commitment often requires sensitivity, especially when some people get bad news. Make the best in difficult situations, even if it means recognizing what has not gone well. Where there is a loss (leaving staff or leaving projects), staff should leave time to sadness. The loss recognizes closure and allows people to move on.
If you are working on a communication problems project, it is worth highlighting a radical change and engaging yourself to improve communication. If we really support the really effective and open communication, why not formally say goodbye to the old way and welcome a new start with a celebration.
Questions can be treated fairly and positively. Try to clear the circumstances because emotions can cause cloud problems. As the staff is actively involved in improving the situation, it feels that it is empowered and positive.
Getting the Right Message to the Right Audience
So what's up with me?
People are really good to hear what they want to hear and project messages they do not want to hear or are unwilling to hear. This role in internal communication is complex, especially at the time of change. If significant changes are planned, we need to understand not only the individual groups involved, but also to take into account individuals and how they can respond to change on a personal level. You need to receive the message and the language.
Clear messages supporting the planned changes will help you forward the project. Be sure to check audiences regularly before posting messages. Consider their needs as change can affect them and their current way of thinking. Then adjust your messages to ensure that each group understands each message as you intend later to act or think as you wish.
Repetition is important. You do not want to provide information to the staff, but you want to keep pace and you want the staff to receive the right information at the right time. Consider ways of sending and receiving information and messages. Use push and pull strategies. Some information is required to be staffed, while other information is only available when the staff needs it.
If you are involved in some parts of the communication, be sure to reply in time to all interested parties.
Get the right people who are involved in communicating the change initiative. This sends a strong message to the staff. Involve people who thoroughly understand how your business works, and respecting team players and staff makes communication tasks easier. They provide smooth transition, provide contexts for their teams, model the right attitude, and act as project champions. So when the crew asks, "What's the matter with me? Your team has all the answers
Communicates, Communicates, Communicates
No One Tells Me
Human beings often test what they do not want to hear or what they are not ready to hear It does not matter how loud you were, you always find someone who says "Nobody told me!"
So what are the implications for internal communication? Three strategies rely:
1 Get the staff to tell you that they have received and understood the information. In some cases, evidence may be needed.
2. Take an iterative approach to repeat the key messages. Try sending the same message through different channels or otherwise showing it to prevent the setting of boredom.
3. Ensure that your strategy involves preparing people to receive information Listening is often ignored. Listen in advance, recognize emotions and ideas, and get feedback. Get staff who are actively involved and involved to help them receive messages.
Communication is about timing. Pre-informed staff are more likely to be excited and motivated than staff who are accidentally or through the media through development. Not surprisingly, staff are shocked or angry when they notice significant changes through a media briefing. They feel lost their faces (which can be devastating, especially in certain cultures). We all admit that there are many times when staff are simply not aware of everything. But what can you help? One way to do this is to arrange personal information, which happens at the same time as a public announcement. You have to get your timing to not get worse off because it's insensitive or late.
When staff notice the upcoming change, here is the time when they leak and the rumors. If this happens, keep the communication channels open, communicate upwards, downwards and along the communication line, and prepare the leaders.
Effective communication is in progress, bidirectional and targeted. Good short. Do not disturb your staff with a long mandate. They are busy catching up on their work and dealing with changes without having to decipher complex, lengthy or irrelevant reports.
You can not avoid the fact that you sometimes communicate with bad news. If you build trust, communicate honestly and clearly, and employ strategies that can cope with staff reactions (loss, sorrow, astonishment), you and your staff are in the best position to handle the situation in a productive and dignified situation
communicate even when a change project reaches its final stage. Make sure you see it. Strengthening new skills, practices, or behaviors is an essential element of embedding a change. Do not let the staff overflow with the old communication cable too much
Use the Right Communication Channels
I knew my job was threatened by email
you know how important it is to choose the right communication channel. It's too easy to catch a busy project to ignore the basics. So when planning your communication strategy, make sure you have enough time to choose the right tool.
Research shows that personal communication is needed if you really want the staff to perform new behaviors. Against the eye is the best channel for designing and managing sensitive issues. Allows you to assess reactions, get instant feedback, and ensure that everyone has received and understood the message.
Sometimes, but if you're honest and empathetic and proves you're ready to listen, to get feedback and to answer hard questions, you've sold the worst news you've ever had. They may not like the message, but they will respect the pre-connection.
Even if you're on a mission to save trees, do not forget the paper. It's still the best for complex and long-lasting material. It is also very useful for face-to-face and telephone conversations.
The intranet is great for finding and querying factual information. But note that the intranet does not change your behavior, so you need personal understanding.
E-mail, fast and convenient and usable. "Communicating the change via e-mail or voicemail is like a relationship that's just a bad form.The recipient seems embarrassed and angry, and who is misunderstood by the message (Veronica Apostolico, 9). e-mail is not always effective The Massachusetts Provincial Court ruling on employee communication against a company that has altered the procedure by e-mail as the message could not be effectively communicated If you choose to send important information via email, make sure you get the receipt and understanding
There are so many channels to choose from, it's a good idea to list those that are available and then fit the message to the channel. Using different channels means that you can repeat messages without having to as if it were a point (even if you were). This means staff can not "escape" what happens or deny all knowledge.
There are other issues to consider when developing your communication strategy. What information should be used for the staff and what staff should "pull"? If you are pushing information, how can you be sure that you have received it? And if you've provided information to staff to find and utilize your needs, you need to know how many "hits" arrive at your information so you can measure how much you need?
The use of project champions can be a powerful trick. Project champions communicate very strongly through modeling behavior, talking to staff, and demonstrating how the proposed changes actually work for staff.
"Use a story to paint
I do not see,
" … is truly flexible, fully integrated, adaptable IT infrastructure that uses a SOA-based approach to modular, easy-to-integrate and recycled … blah blah blah … "this means everything for staff in IT?
How can this message be exciting? Why not display and paint a picture? For example, "Think after go-live, all you have to do is click on the client connection, and you can do all of the transactions there." There is no need to open more applications or copy or scan. "Our new systems will do everything behind the scenes."  Tell the stories so the staff can see the results. Many cultures prefer a narrative approach rather than a sudden, businesslike approach that is often used. In everyday life, most people tell stories to get points or give concrete examples to their point of view.
Story telling is important at every stage of the change process. Initially, encourage staff to see what changes will look like. Then they can see exactly what to do. Impression is very strong if you have a positive image of the future. This is especially useful when trying to hire staff "Is this Work Possible for Me?", "To see how I can do this job for me."
Construction Scenarios Allow Change, This is partly because many people are not content with abstract thoughts and theories since the project's concrete implementation is realized and this is the case. Creative visualization has long recognized that an effective tool for planning and implementing change.
Do management need to communicate easily?
I have no time to see everyone.
Do not ignore the people's side of change. from a technical point of view, for example, how to make changes and what processes, procedures, or approaches are needed. The words "buzz", such as process conversion and corporate restructuring, seem to deny human intervention, impact staffing and personnel Effect can not be ignored. Leaders need to strengthen their communication skills to communicate with tact and diplomacy.
Work as a team and design alliances that help you smooth the way for change. We note that "the data from 25,000 employees in the various industries consistently prioritizes the number of senior executives. Employees are also more comfortable with questions and ideas than their direct manager than any other management level." If the top management does not have time to see everyone, they may have to pass some communication to the frontline leaders. Train operators to deliver the appropriate message to their unique audience. Their role is to shape the context of key messages to match their team's style and emotions.
Leaders may need to play an active role in designing and sending messages on change initiatives. This training may include motivation techniques, team building, negotiation, delegation or conflict management. Leaders need to understand that resistance is part of a normal change. Through proactive planning, management prepares employees for change to move quickly along the curve of change, from refusal and resistance, to research, to hope and commitment. Managers who move and shake the change management process need to remind that many employees need time to change the change. Planning for "patient time" can save you time in the long run.
A közigazgatással ellentétben a menedzsment gyakran nagyon időigényesnek tartja, hogy jelentéseket írhasson a személyzetnek, vagy akár akkor is, ha időt, úgy érzik, hogy nyelvük vagy megközelítésük nem teszi hozzáférhetővé jelentését. Támogassa őket és könnyebbé tegye számukra. Különféle kommunikációs csatornák rendelkezésre állása nagyon hasznos, különösen akkor, ha olyan megközelítéseket és eszközöket választ, amelyek mindent a lehető leggyorsabban és intuitívabbá teszik.
Ha a vezérigazgató nem találkozhat szembe, hogy érzékeny üzenetet küldjön, akkor talán egy video prezentáció hatékony alternatíva lenne az üzenet továbbításához. A személyzet továbbra is képes hallani az érzelmeket és látni a szenvedélyt. A jó kommunikátorok bizalmat és lelkesedést gyarapíthatnak, így még mindig a pletykák és megalapozhatják a megalapozatlan aggodalmakat.
Ha a jelentés elkészítése túlságosan formálisnak vagy időigényesnek tűnik, akkor fontolja meg egy rövid cikk benyújtását a céges hírlevélben. Egy kissé kevésbé formális formátum segítheti a vezetést egy "felhasználóbarátabb" és "emberi" megközelítés használatában
A siker növelhető, ha a vezetők aktív szerepet játszanak mind a tervezésben, mind a változási kezdeményezésekről szóló üzenetek kézbesítése során
Mérjük meg az eredményeket, ünnepeljük a sikert
Biztos vagyok benne, hogy megkaptuk az üzenetet. De mi történt valójában?
A mérés kritikus a változások idején, és a legjobb kommunikációs stratégiák magukban foglalják a hatékonyság mérését. Fontos megérteni, hogy az üzenetek ütköznek-e a védjegyen, és megerősítik, hogy az emberek ugyanazon a lapon vannak, mint te (vagy legalábbis arra a oldalra, amelyre vártad őket.)
Az első lépés az, hogy felsorolja a kívánt eredményeket a változás kommunikációs projektjét, és döntsön arról, hogyan fogja mérni az egyes eredmények sikerét. És van-e összehasonlításként az aktuális adatok?
Valószínűleg meg akarja mérni:
o A személyzet attitűdjei (a projekthez, mennyire jól értik vezetői az üzeneteket)
o Személyzeti érzelmek (ahol vannak a változási görbén?)
o A készségfejlesztés vagy a tudás megszerzése szintje
o Milyen jól működik a kommunikációs stratégiája?
o Az üzenetek beérkeztek, olvastak és megértettek?
Ha az út minden lépését megmérjük, üzeneteket csíphetünk, és megváltoztathatjuk a tapadást, ha egy megközelítés nem működik, amennyire csak lehetséges. Rendszeres felmérések, amelyek pillanatképet adnak arról, hogy az emberek érzik, lehetővé teszik, hogy nyomon kövesse az általános tendenciát, különben könnyű elengedni a fejlődésed véleményét a szervezetben lévő "csikorgó kerekekkel"
. valamint mennyiségi adatokat, és határozza meg az információk bemutatásának és felhasználásának hatékony módjait. Az előrelépés bizonyítása érvényesítheti a tervezést, tájékoztatja az irányítást és motiválja a személyzetet.
Source by SBOBET