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Skills for Communicating Change

Ir. Mohd Firdaus Mohamad Idris | Continuous Professional Development

Objective

To identify communication skills appropriate to different imanages of managing change

Appreciate the breadth of skills needed as a Change Manager in Communicating Change.

Understand the roles of Toxic Handlers in change process

Access the different change conversations needed in a change process

Adapt your change language to ensure that is coherent and aligned with desired change

Make your change communication strategies relevant to both internal and external stakeholders

Images of Managing Change

Coach

Director

Sending of clear, unambiguous messages about the need for change

Appreciative listening skills, Toxic handling, Dialogue, Community building, Appeals through ideals, Attention to emotions

Focus is on ensuring people share similar value and are aware and what action are appropriate, "Getting Buy In"

(To ensure people understand what is going to happen by providing them the answer of 5W)

Images of Managing Change

Interpreter

Navigator

Storytelling, connecting the dots , Engaging in change conversations, including initiative, understanding, performance, and closure conversations.

Critical listening skills, Persuasion accounts, Negotiation, Selling of change, upward and downward, Appeal through deals

Provide staff with a sense "what is going on" i.e through story telling.

(Pay intention to identifying alternative interest and power relationships and actions that may disrupt the proposed change)."Tell and Sell" communication techniques are used.

Caretaker

Nurturer

Discriminative and therapeutic listening skills

Discriminative and therapeutic listening skills

(Focus is on letting people know about the "why" of change. "Identify and reply" reactive communication strategies is used)

The nurturer images leads change manager to reinforce view that processes cannot always be predicted.

Communication Skills

Communication Skills

These skills are aimed at involving people and encouraging commitment to the change process

It may not be possible to overcome some change issues through communication – at times the differences between intended outcomes and internal and external pressures can be too deeply embedded

I.E of communication skills

Precise communication at

the right place and and the right time

is a guarantee for success!

KEY Communication

Skills

How the ideas are presented.

1. LINKING the idea to the logic of business plan.

2. Raising the PROPOSAL continuously

3. PACKAGING the issue INCREMENTALLY so that the size of the change does not appear to be too large

Listening

Selling change

upward

BUNDLING by linking it to other ideas and issues.

Profitability, Market Share & Organizational Images

i,e Suspending Judegement;

in order to produce an open atmosphere of trust

Identifying assumptions; to reveal misunderstanding..

There are four types of listening skills – suspending judgement, identifying assumptions, listening for learning, and reflecting. (Gerard & Teurfs, 1997)

KEY

Communication

Skills

Issue selling is a way of gaining senior management attention to changes initiated from below.

Telling stories

Toxic handling

The used of other success stories to avoid organization from repeating historically bad choice and to invite the repetition of past success.

"Take the Heat" & Voluntarily shoulder the sadness, frustration and anger.

This is an effective way of helping employees learn from past changes & painting pictures of the future

Some people in organizations take on a role of handling the ill-effects of change processes and absorbing these as a way of shielding others from their negative impact. (Frost & Robinson, 1999)

Top 10 tips for change management communication

Top 10 tips for change management communication

Change Conversations

Different change conversations should be used at different stages of a change process. There are four types of conversations

Acknowledgments

Celebrations

Rewards

"Condition of Satisfaction", "We need to ensure that there are no more than 2 customer complaints per thousand units produce"

This communicates the type of changes needed and allows for a greater appreciation of why this type of change.

Change Conversations

this signals the end of the change (Ford & Ford, 1995)

UNDERSTANDING

closure

Conversations

performance

Initiative

These Draw attention to the needs of change

this focuses on the actual change that is intended and how progress will be monitored.

Promises are made

Accountabilities are establish

Deadlines are set

An Assertation, " We have to bring the finances under control"

A Declaration, " We are going to increase our market share"

Coherent Language

Coherent language is important to avoid message ambiguity in the change message. The desired change and the language used must be sync with and reflective of each other.Sillince (1999) identified four dominant language forms used in change conversations:

Coherent Language

Ideals

expressing preferences

Appeals

seeking support

Rules

seeking to direct the behaviour

of individuals

Deals

serving as a form of

bargaining and exchange

Imagery & Common Language

The use of metaphors influences the images of change. These change images include:

Imagery & Common Language

Machine imagery of change

based on the “fix and maintain” view

Imagery & Common Language

Developmental imagery of change

based on the “build and develop” view

Transitional imagery of change

based on the “move and relocate” view

Transformational imagery of change

based on the “liberate and re-create”

view (Marshak, 1993)

The use of words and sentences that are misinterpreted or have evolved from their original meaning can be detrimental to the change process. It is important that a common change language is established.

Communicating with the outside

Communicating to external stakeholders is an important (albeit often neglected) aspect of communicating change.

Research on communication of change with stakeholders has focused on:

the outsider

communicating

Crisis management

managing threats to organizational survival such as competing accounts, statement of regret, denial.

Crisis management1

Crisis management

managing threats to organizational survival such as competing accounts, statement of regret, denial.

Crisis management1

Impression management

attempts to control the perceptions or impressions of others.

Impression management 2

Corporate Reputation

important asset that is positively correlated with organizational.

Corporate Reputation-important

3

Impression management

Four key defensive practices used to protect organizations from negative reactions have been identified:

Excuses | Justifications | Disclaimers | Concealment

Research in this area has focused on Sensegiving strategies are:

Impression management

Acquiescence sensegiving - strategic changes are presented as

being aligned with current

understandings and standards.

Balancing sensegiving -

frames a change as deviating

from current standards.

CONCLUSIONS

CONCLUSIONS

Change Manager has to identify communication skills appropriate to different images of managing change, access the different change conversation and communication strategies needed are relevant to stakeholder involve.

Therefore, the correct tools and technique as well as the process taken to communicate during change is very importance in order to achieve the desired target and to minimize and overcome the resistance to change.

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