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.

1. Communication PlanCommunication Plan
Michelle JonesMichelle Jones
AET/560AET/560
April 4, 2016April 4, 2016

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

5. Launching the Communication PlanLaunching the Communication Plan

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

11. Technology NeededTechnology Needed
ComputersComputers EmailEmail
WebinarsWebinars E-ManualsE-Manuals
VideoVideo
ConferencingConferencing
OnlineOnline
SurveysSurveys
IntranetIntranet BlogsBlogs

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.