Change Management
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Change Management

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Changing behaviour in organisations is one of the toughest challenges communicators face. IABC Canberra presenter Tina Chawner offers insights based on her recent UK experiences.

Changing behaviour in organisations is one of the toughest challenges communicators face. IABC Canberra presenter Tina Chawner offers insights based on her recent UK experiences.

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  • 1. Presented by Tina ChawnerIABCChange CommunicationsCanberra Chapter
  • 2. Change communications, what is it? Behaviour change 2
  • 3. Factors for communicators to consider• History, context and environment• Business objectives and aims• Leaders and their style• What can communications do to support the business?• The role of the communications team• Having one approach to managing the communications• Showing the results 3
  • 4. History, context and environment• This will help you understand – why people may have certain perceptions – why people are behaving in a particular way – what the factors are that will impact the way the organisation communicates – the key messages for your business going forward – the channels that will work best for your organisation 4
  • 5. Business objectives and aims• This will help because: – it shows we know and understand our organisation, giving communicators credibility – we can understand how communications can best support the business – if the business believes the communications support them, they are more likely to support the communications approach Source: HMRC’s Change Plan, published 28 February 2011 5
  • 6. Leaders and their stylesThis is important because:• different styles can be used to achieve different aims of your communications approach• you can design an approach which your leaders will be more likely to support 6
  • 7. What can communications do to support the business?• Identify how communications can help the business achieve its objectives. For instance, through improving staff knowledge of what’s happening so they can plan better, or through encouraging customers to use the internet instead of calling a helpdesk?• What else does your leader want to achieve in addition to performance improvement? For example, change the perception of stakeholders or change how staff feel about how the organisation manages change.• Understand the approach leaders want to use to communicate with stakeholders and staff.• Compare your findings with how communications currently supports the business. 7
  • 8. The role of the communications teamIt’s good to be clear and set expectations about what communications will be able to deliver and what you expect others to be doing.What is the role and responsibility of the communications team?• Facilitator, coach, writer, editor or something else?• Owner of channels or contributor to channels?• Are you the owner of the brand and corporate key messages?• Do you have a role in co-ordinating, planners and assuring others?What’s the role of your leaders? What’s the role of managers?• Are they the content owners?• Are you expecting them to deliverer the messages?• Are you expecting them to be responsible for acting on feedback from staff? 8
  • 9. Having one approach to managing thecommunications• The approach we developed included: – a stakeholder map – principles (for both internal and external communications) – objectives – channels – communications rhythm, showing the frequency of channels and how they interact – roles and responsibilities of everyone involved – how the overall communications will be measured and reported against. With this agreed we were able to focus on creating the channels and developing and gathering the content. 9
  • 10. Measure and show the results, people buyinto facts and evidence• Step 1: Use data and evidence to inform the design of the communications approach.• Step 2: Decide what the best measures of successful will be. If possible make these business measures. Keep it simple and if possible use data that is already available.• Step 3: Start measuring straight away, so you have a baseline.• Step 4: Use the first 6-9 months to get the right measures, to create a baseline and then set your key performance indicators. Regularly meet to discuss the results, and work out how to drive them in the right direction.• Step 5: Once your 80% ready, start publishing the results internally. 10
  • 11. Presented by Tina ChawnerThank youYou can contact me at tina.chawner@ato.gov.au or connect with meon LinkedIn.Canberra Chapter