Create a communication plan for a fictitious organization to help manage communication about change for an Organizational Change Process Learning Team project. Completed as part of a graduate assignment with the University of Phoenix.
2. IntroductionIntroduction
United States Postal ServiceUnited States Postal Service
Woodbury Branch, TNWoodbury Branch, TN
Review and ModifyReview and Modify
managementmanagement
structures andstructures and
business processbusiness process
3. Need For Communication PlanNeed For Communication Plan
Did not promote from withinDid not promote from within
New branch manager with only 2 years ofNew branch manager with only 2 years of
experienceexperience
Disgruntle staff reached out to regionalDisgruntle staff reached out to regional
manager with no response.manager with no response.
New practices instituted by new manager notNew practices instituted by new manager not
received wellreceived well
New manager is not open for discussing ideasNew manager is not open for discussing ideas
4. Communication Plan LayoutCommunication Plan Layout
Launch communicationLaunch communication
planplan
Technology neededTechnology needed
Test effectiveness andTest effectiveness and
impact of responseimpact of response
Generating feedback forGenerating feedback for
continuous improvementcontinuous improvement
Address negativeAddress negative
responsesresponses
Affect of organizationalAffect of organizational
changechange
6. Phases of Communication PlanPhases of Communication Plan
1.1. Prechange approvalPrechange approval
2.2. Creating the need forCreating the need for
changechange
3.3. Midstream change andMidstream change and
milestonemilestone
communicationcommunication
4.4. Confirming/celebratingConfirming/celebrating
the change successthe change success
7. Phase 1Phase 1
Preapproval phasePreapproval phase
Get approval of the change from directors,Get approval of the change from directors,
upper management and regional leadersupper management and regional leaders
at Woodbury Postal Servicesat Woodbury Postal Services
Introduce the change proposal in smallerIntroduce the change proposal in smaller
change stepschange steps
Link the change to Woodbury’s goals,Link the change to Woodbury’s goals,
plans, and priorities.plans, and priorities.
Cawsey 2012, p. 320
8. Phase 2Phase 2
Developing the need for changeDeveloping the need for change
Explain the issuesExplain the issues
Provide rationale and reassurance for theProvide rationale and reassurance for the
changechange
Clarify change stepsClarify change steps
Communicate dataCommunicate data
Articulate vision for the changeArticulate vision for the change
Explain how jobs will be affected by changeExplain how jobs will be affected by change
Training made availableTraining made available
Cawsey 2012, p. 320
9. Phase 3Phase 3
Midstream ChangeMidstream Change
Extensive communication on content ofExtensive communication on content of
the changethe change
Sustain interest and enthusiasmSustain interest and enthusiasm
Communicate clear, timely and candidCommunicate clear, timely and candid
messages about the changemessages about the change
Reduce the number of rumorsReduce the number of rumors
Increase the involvement and commitmentIncrease the involvement and commitment
of employeesof employees
Cawsey 2012, p. 321
10. Phase 4Phase 4
Confirming ChangeConfirming Change
Communicate and celebrate successCommunicate and celebrate success
Discuss change experienceDiscuss change experience
Identify unfinished taskIdentify unfinished task
Prepare for the next changePrepare for the next change
Cawsey 2012, p. 321
12. EffectivenessEffectiveness
Assessment of the change processAssessment of the change process
Identify strengths and weaknessesIdentify strengths and weaknesses
Employee trackingEmployee tracking
Assessment from trainingsAssessment from trainings
Enforcing new protocols and proceduresEnforcing new protocols and procedures
13. Generate feedback for continuousGenerate feedback for continuous
improvementimprovement
Face-to-Face communicationFace-to-Face communication
QuestionnairesQuestionnaires
ObservationsObservations
Peer feedbackPeer feedback
Encourage participatingEncourage participating
Get management involvedGet management involved
14. Addressing Negative ResponsesAddressing Negative Responses
Change agents will communicate clear,Change agents will communicate clear,
timely, and candid messagestimely, and candid messages
Face-to-face communications with thoseFace-to-face communications with those
in authorityin authority
Communicate common goal to achieveCommunicate common goal to achieve
Create communication channelsCreate communication channels
Cawsey 2012, p. 321
15. Organizational ChangeOrganizational Change
United States Postal ServiceUnited States Postal Service
Woodbury ted States Branch, TNWoodbury ted States Branch, TN
Instill a need for change throughout theInstill a need for change throughout the
organizationorganization
Ensure that employees and the new managerEnsure that employees and the new manager
understand the impact the change will have onunderstand the impact the change will have on
everyoneeveryone
Identify through training any structural and jobIdentify through training any structural and job
changes influencing how things are donechanges influencing how things are done
Inform employees about the progress along theInform employees about the progress along the
wayway
16. ReferenceReference
Cawsey, T. F. (2012).Cawsey, T. F. (2012). OrganizationalOrganizational
change: An action-oriented toolkitchange: An action-oriented toolkit..
Thousand Oaks, CA: SAGE Publications.Thousand Oaks, CA: SAGE Publications.