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AET/560 Communication Plan
- 1. Communication Plan Sheila Hoskin, AET/560 Dr. Nortz October 3, 2016
- 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. Technology Needed to Accomplish the Plan Surveys E-mails accounts. Telephone conversations. Video conferencing Face-to-face communications. Company Newsletter.
- 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. 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. 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. 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. 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. 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
Editor's Notes
- Scenario: Goldman Sachs want to change its’ approach of hiring people. They are looking to recruit fresh new faces, new ideas, and people who have recently graduated from a university and ready to work at the investment bank. The problems arise from Goldman Sachs current process of recruitment needs to be restructured. Some are for the change of hiring in this new way while others rather spend long hour weeding through paper resumes, conducing phone screens and then selecting candidates for interviews. On-the-other hand Goldman Sachs would like to save time, energy, and money and eliminate subconscious biases disqualify diversity in global society. Goldman Sachs needs to get the hiring personnel on board and guiding them through the changes and training will prove itself to be the best investment for everyone. A communication plan has four phases: Prechange approval Phase: Communication plan to sell top management. Developing the need for change phase: Communication plans to explain the need for change, provide rationale, reassure employees. Midstream change Phase: Communication plans to inform people of progress and to obtain feedback on attitudes and issues to challenge any misconceptions, and to clarify new organizational roles, structures, and systems. Confirming/celebrating the change success: Communication plans to inform employees of the success, to celebrate the change, and to prepare the organization for the next change. Cawsey, Deszac, & Ingols, 2012)
- Change agents need to match the communication challenge with the communications selected such as surveys. Surveys capture people’s opinions and track them over time to assist in identifying what needs changing or in tracking a change project. (Cawsey, 2012, p 307). Channel richness ranges from standard reports, and general information through the channels of emails, personalized letters, telephone conversations, video conferencing, and face to face communications at the other end. (Cawsey, Deszac, & Ingols, 2012)
- An evaluation at each level answers whether a fundamental requirement of the training program was met. It's not that conducting an evaluation at one level is more important that another. All levels of evaluation are important. In fact, the Kirkpatrick model explains the usefulness of performing training evaluations at each level. Each level provides a diagnostic checkpoint for problems at the succeeding level. So, if participants did not learn (Level 2), participant reactions gathered at Level 1 (Reaction) will reveal the barriers to learning. Now moving up to the next level, if participants did not use the skills once back in the workplace (Level 3), perhaps they did not learn the required skills in the first place (Level 2). (Evaluating training Effectiveness, 2003)
- A stakeholder analysis identifies people who are critical to the change process. Change agents need to consider how they propose to encourage those individuals to move along the adoption continuum until the needed stakeholders are aligned with the change, or at least their opposition has been minimized. Cawsey, Deszac, & Ingols, 2012).
- Surveys captures people’s attitudes, opinions, and experiences at a particular point in time and then possibly track those attitudes over time. Surveys provides anonymity to the respondents and make it possible to capture the opinions of a larger proportion of the participants than might otherwise be possible. Surveys make it possible for people to say things that they would not feel comfortable stating publically Surveys feedback involves sharing the results with the individual affected by the finding.
- Creating a sense of fairness, trust, and confidence in the leadership and interest and enthusiasm for the initiative is important to the success of change initiatives. Cawsey, Deszac, & Ingols, 2012)