Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

0

Share

Download to read offline

AET/560 Communication Plan

Download to read offline

A communication plan as a change leader to help manage communication about organizational change for the organization used in the Organizational Change Process Learning Team project.

  • Be the first to like this

AET/560 Communication Plan

  1. 1. Communication Plan Sheila Hoskin, AET/560 Dr. Nortz October 3, 2016
  2. 2. The Communication Plan  Preapproval Phase: Timing is crucial and involvement of others at right time relates t the successful selling of projects.  Developing the need for change Phase: Creating awareness of the need for change, explain the issues and provide a clear compelling rationale for the change.  Midstream change Phase: People need to understand the progress made in the change program.  Confirming the change Phase: Communicate and celebrate the success of the program. Cawsey, Deszac, & Ingols, 2012).
  3. 3. Technology Needed to Accomplish the Plan  Surveys  E-mails accounts.  Telephone conversations.  Video conferencing  Face-to-face communications.  Company Newsletter.
  4. 4. Plan to Test the Effectiveness  Level 1 (Reaction)  completed participant feedback questionnaire  informal comments from participants  focus group sessions with participants  Level 2 (Learning)  pre- and post-test scores  on-the-job assessments  supervisor reports  Level 3 (Behavior)  completed self-assessment questionnaire  on-the-job observation  reports from customers, peers and participant's manager  Level 4 (Results)  financial reports  quality inspections  interview with supervisor  (Evaluating training Effectiveness, 2003)
  5. 5. Impact of Management’s Response  Influencing others is a key concern for change leaders when working the plan. It involves consideration of how they can bring various stakeholders on-side with the change.  Force field analysis change agents to specify the forces for against change. Stakeholder analysis and stakeholder maps ask that key players be identified and the relationship among players.  Influencing people one at a time or in small groups can be valuable if influential individuals are identified and the right message is communicated to them. Cawsey, Deszac, & Ingols, 2012) 
  6. 6. Feedback for Continuous Improvement  A powerful use of survey is an approach called survey feedback: it is an action research method developed by organizational development (OD) practitioners as a way to simulate and advance conversations and insight concerning what is going on in the organization, how members are feeling, and how thing can be improved.  Use the opportunity to enrich the assessment of the data and their interpretation and explore the implications for action.  Survey feedback is used to raise awareness and understanding, advance the analysis, and build support and commitment for actions that will benefit both the individuals and the organization. Cawsey, Deszac, & Ingols, 2012).
  7. 7. Addressing Negative Responses or Communication about Change  Change needs to be articulated and specific steps of the plan that will be undertaken need to clarified.  If the organization is being reorganized employees will want to understand how this reorganization will affect their jobs.  When implementing change, leaders should use extensive communication to foster employee support and alleviate dysfunctional resistance. Cawsey, Deszac, & Ingols, 2012)
  8. 8. How your Communication Plan can Affect Organizational Change  By mobilizing commitment to change through joint diagnosis of business problems.  Developing a shared vision of how to organize and mange for competitiveness.  Foster a consensus for the new vision, competence to enact it, and cohesion to move it along.  Spread revitalization to all departments without pushing it from the top.  Institutionalize revitalization through formal policies, systems, and structures.  Monitor and adjust strategies in response to problems in the revitalization process. (Cawsey, Deszac, & Ingols, 2012) 
  9. 9. Reference  Cawsey, T., Deszac, G., & Ingols, C. (2012). Action Planning and Implementation. In Organizational Change: An Action-Oriented Toolkit (2nd ed., pp. 299-328). Thousand Oaks, CA, USA: Sage Publication Ltd. Retrieved September 28, 2016,  Evaluating training Effectiveness. (2003). Retrieved October 3, 2016, from Business Performance Pty, Ltd.:http://www.businessperform.com/workplace- training/evaluating_training_effectiven.html

A communication plan as a change leader to help manage communication about organizational change for the organization used in the Organizational Change Process Learning Team project.

Views

Total views

447

On Slideshare

0

From embeds

0

Number of embeds

1

Actions

Downloads

8

Shares

0

Comments

0

Likes

0

×