Change Communications

I am going to take a short break from blogging (I’ve not been posting much lately) as I am very busy finishing two projects and starting a new one in September. I am also preparing to do some post-graduate studies and buy my first apartment. I’ll be back when things settle down, hopefully with new stories about change from my new position.

In the meantime, I invite you to check out the archives of my blog (either by date or theme – see right hand column). Below is a list of posts that have attracted the most comments to date.

Motivation according to Spots & Myers
Learning from Kotter
From strategy to practical ideas…
A definition of change communication

If you would like a copy of the article I contributed to Strategic Communication Management (see post below), just drop me a line by email.

A bientôt,

Nicholas

Melcrum, a leading research, publishing and training company specialised in the field of internal communication, has just published an in-depth report on delivering successful change communications. I feel very privileged to have been asked to contribute to this research.

If this is something you are interested in, you can order a copy
of the full report on-line: Delivering Successful Change Communication or download the Executive Summary.

Also, keep a look out for the June-July 2007 edition of Strategic Communication Management which will be dedicated to the topic of Change Communication. I have written a four page feature.

Lee Smith, from Talking Internal Communication, made a great point about the role of strategy in our line of work. I recommend you check it out:

Chewing on Crescenzo’s nuggets

Below are my thoughts on the subject. You can also view the full discussion in the comments section at the end of Lee’s post.

Hi Lee,I really enjoyed reading this post and what you had to say about strategy compared to “practical ideas” (tactics and channels).

For me, I find it a balancing act: one can not go without the other. But I do find that, as consultants in particular, it can be easy to over-privilege the relative security provided by theories and strategies, especially when presenting ourselves to clients or colleagues.

I was given a humbling reminder of this at an internal presentation that I was recently asked to give with a colleague. The brief was to explain the value of change management and in particular my recent work on communications in large-scale IT deployments, to a hall of approx. 300 experienced IT consultants and engineers.

For a while we considered using the usual stock of graphs and matrices that describe emotional reaction to change and possible change and communication strategies to address this. However, my colleague and I both felt that this approach just didn’t sit right with us. Instead we decided to take a risk and try something different. We started our presentation with a practical exercise where we made the audience interact and experience a real change so that they could relate to how stakeholders would feel when we came and changed their “ordered universe”. We then went on to illustrate the kind of practical tools and tactics that, from our experience, could be used to communicate and facilitate this change.

We were completely stunned by the round of applause that we received at the end of our presentation (very rare in our department meetings!). After the presentation, I was even more surprised by the reaction of my colleagues: for many it was the first time that they had understood the value of what we did in concrete, practical terms.

For me, it was a reminder that even though theory and strategies underpinned our work, it is the tools, channels, tactics and ultimately the results that we are judged by. What we had put in place, and what had appealed to our audience could not be implemented without any understanding of the theories and strategy behind it. The two go hand-in-hand.

Just a couple of thoughts on the subject, I look forward to further discussions.

Nicholas

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Thanks for your understanding!