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.

The Business of Change, The Art of Communication

9,623 views

Published on

The Business of Change, The Art of Communication.
PR and communication professionals have a critical role in the change management process. This webinar for the Public Relations Institute of Australia provides key lessons in getting the best outcomes for all partners in the change process.

  • Hello! Get Your Professional Job-Winning Resume Here - Check our website! https://vk.cc/818RFv
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Hello! Get Your Professional Job-Winning Resume Here - Check our website! https://vk.cc/818RFv
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Nice Job!!!!!!!
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

The Business of Change, The Art of Communication

  1. THE BUSINESS OF CHANGE THE ART OF COMMUNICATION JONATHAN CHAMP FOUNDER WWW.MEANINGBUSINESS.COM.AU @MEANINGBUSINESS NOVEMBER 2014
  2. ISN’T CHANGE THE BASIC BUSINESS OF COMMUNICATION? HEAD HEART HANDS RESULT
  3. ISN’T CHANGE THE BASIC BUSINESS OF COMMUNICATION? Communication management is about changing something Opinions, Relationships, Knowledge, Actions HEAD HEART HANDS RESULT Change management is also about changing something Process, system, strategy
  4. THINGS THAT ARE TRUE* Change is hard People resist change Opposition is a problem Everyone needs to understand the change Kotter’s model is the best way to manage change *Not actually true Without the right leadership change will fail
  5. IF CHANGE IS CONSTANT OUTSIDE ORGANISATIONS, WHY NOT INSIDE?
  6. ORGANIZATIONS FACE A DEGREE OF COMPLEXITY GREATER THAN EVER Political Open Government Shift Social Occupy Responsibility Economic Collaborative Consumption The ‘Bitcoin’ Effect Technological MORE NEW STUFF ALL THE TIME
  7. COMPLEXITY IS DISRUPTIVE, DISRUPTION DRIVES INNOVATION
  8. FOUNDATIONS: CHANGE IS PERSONAL
  9. THE GAP, THE CURVE AND THE DIP ( Desired Adapted from Kubler Ross, Prosci, Quirke, Larkin, Conner Current Gap Endings Transitions Beginning Stages of grief Uninformed optimism Uninformed pessimism Hopeful realism Informed pessimism Change ‘completion’ Responses to change must be taken into account Change goals follow a consistent sequence of outcomes Awareness Desire Knowledge Ability Reinforcement Commitment curve Positive Perception Experimentation Adoption Internalisation Institutionalisation Awareness Understanding Support Involvement Commitment Comms Goals will determine approach Performance dip
  10. THE (OTHER) CHANGE ACCEPTANCE CURVE
  11. TYPES OF CHANGE: EVOLUTION OR REVOLUTION? Operational/Organic – incremental change to current practices Developmental – moderate change but within current strategies and paradigms Transformational – major change but within many new strategies which are unclear when you begin the process Universal: • Ending • Neutral • Beginning
  12. OH MR KOTTER Establish a sense of urgency Form a powerful guiding coalition Create a vision Communicate the vision Empower others to act on the vision Plan for and create short term wins Consolidate improvements and produce more change Institutionalise new approaches If you can’t communicate the vision to someone in five minutes or less and get a reaction that signifies both understanding and interest, you are not done.
  13. BEYOND KEY MESSAGES: CHANGING BEHAVIOUR
  14. THREE CAUSES OF RESISTANCE Not knowing Not able Not willing
  15. OVERCOMING RESISTANCE 1. Listening 2. Understanding the nature and reasons for resistance 3. Facilitation and support 4. Creating understanding 5. Negotiation 6. Confrontation and consequence management 7. Transition
  16. STORIES FOR CHANGE Own experience Colleague experience Customer experience Competitor and market experience
  17. LINE OF SIGHT – THROUGH DIALOGUE Operational change– we are going to use this process Programmatic change – because we want to dominate this market sector Strategic change – because our industry is changing.
  18. CHANGING ROLES: LEADERS, CHANGE AGENTS AND SPECIALISTS Company leader Manager Team Member Change sponsor Change Manager Comms Skills Change owner SME Change agent Collaborator Collaborator SME
  19. BLURRING THE LINES: Stakeholder Shifting Roles Audience Network Community Co-creator
  20. INSIDE OUT: CHANGE FOR IN-HOUSE AND AGENCIES
  21. PARTNERS IN THE CHANGE PROCESS CHANGE TEAM AGENCY COMMS IN-HOUSE COMMS
  22. MANAGING CHANGES TO THE COMMUNICATION FUNCTION Proactive Persistent Professional
  23. The Shorter COMMS Plan Outcome (WHAT) •What needs to happen? •What result is needed? •What will success look like? •For each stakeholder •What will communication deliver? •When? Context (WHY) •What do we need to know before we begin? •Where are we now? •What happened? •Why now? •Who does this involve? •What do we need to research? Messages (WHAT) •What messages are required for each audience to create the required outcome? •Information •Attitude •Action •Sequence Methods (HOW) •What communication approaches will achieve the outcome? •Timing and alignment •Channels & activities •Measurement •Feedback •Manage the plan Support (WHO) •What are the roles and responsibilities? •What activities other than communication are required? •What is the budget? •Who is the sponsor and business owner? •What resources are required? The Shorter COMMS Plan version 2.2 by Jonathan Champ, Meaning Business is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. www.meaningbusiness.com.au
  24. REMEMBER • Change is what we do • The human response to change is predictable • The organisational approach to change doesn’t always support the human approach • As communicators we can create better outcomes for all parties • We have to continue to change ourselves
  25. AMA* ASK ME ANYTHING WWW.MEANINGBUSINESS.COM.AU @MEANINGBUSINESS

×