Change Communications

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

In 1980, Geert Hofstede identified a framework for describing cultural differences based on four value dimensions:

1. Power distance

The extent to which the members of institutions and organizations, including less powerful members, accept that power is distributed equally.

For example, a society with a large power distance is one where superiors are inaccessible, conformity is valued, power holders are entitled to special privileges.

A society with a small power distance is one where superiors are accessible, independence is valued and all should have equal rights.

A selection of power distance index values: Geert Hofstede(tm) source data

India 77, Brazil 69, France 68, United States 40, United Kingdom 35, Germany 35,

2. Uncertainty avoidance

The extent to which people feel threatened by uncertain or predictable situations and seek to avoid these by maintaining strict codes of behaviour and a belief in absolute truths.

Some characteristics of strong uncertainty avoidance: higher anxiety and stress, need for written laws, rules and for sticking to them, fear of failures, more emotional resistance to change, strong need for consensus.

A society with weak uncertainty avoidance will accept the uncertainty inherent in life with more ease, there is more hope of success, rules may be broken for pragmatic reasons, less emotional resistance to change, more acceptance of dissent and disagreement and greater willingness to take risks in life.

A selection of uncertainty avoidance index values: Geert Hofstede(tm) source data

France 86, Brazil 76, Germany 65, United States 46, India 40, United Kingdom 35

3. Individualism versus collectivism

Indvidualism: people are supposed to look after themselves and their immediate family only. A individualist society has a restricted family structure, there is a culture of “guilt”, “how to” attitude, it is important to maintain self-respect and yes and no are clear and used messages. At work, personal time, freedom and challenges are valued.

Collectivism: people belong to groups or collectives which are supposed to look after them in exchange for loyalty. A collectivist society values extended families, has a “shame” culture, emphasises “how to learn” and it is important to avoid losing face. At work, training, physical conditions and use of skills are valued.

A selection of individualism index values: Geert Hofstede(tm) source data

United States 91, United Kingdom 89, France 71, Germany 67, India 48, Brazil 38

4. Masculinity versus femininity

Dominant values in a ‘masculine’ society are: assertiveness and the acquisition of money and things. These societies consider that men should be assertive, women should be nurturing. Performance, drive and ambition is what counts. Live to work. One admires achievers.

In a more feminine society, dominant values would be: caring for others and concern for the quality of life. Men can be assertive and/or nurturing. Quality of life and helping others counts. Inter-dependence is what counts. Work to live. One sympathises with the unfortunate.

A selection of masculinity index values: Geert Hofstede(tm) source data

United Kingdom 66, Germany 66, United States 62, India 56, Brazil 49, France 43,

5. Long-term versus short-term focus

Geert Hofstede added a fifth dimension after conducting an additional international study with a survey instrument developed with Chinese employees and managers. That Dimension, based on Confucian dynamism, is long-term orientation.

It describes a society’s “time horizon,” or the importance attached to the future versus the past and present. In long term oriented societies, thrift and perseverence are valued more; in short term oriented societies, respect for tradition and reciprocation of gifts and favors are valued more. Eastern nations tend to score especially high here, with Western nations scoring low and the less developed nations very low; China scored highest and Pakistan lowest.

A selection of long-term orientation index values: Geert Hofstede(tm) source data

Brazil 65, India 61, Germany 31, United States 29, United Kingdom 25, France N/A

It is important to bear in mind that while these dimensions are useful for gaining understanding and insight, they should not be applied stereotypically. A certain person may present some characteristics that are “typical” of his or her home culture however, through travel, education abroad and international work experience, their personality may not be limited to one particular culture.

Source: assorted papers on cross-cultural issues from Atos Origin and Schlumberger

Inter-Comm: articles on personal development dedicated IC courses in UK:

• Manchester University - MSc in corporate communication and reputation management
• Kingston University - post graduate diploma and MA in IC management
• Bournemouth University - post graduate certificate in IC management

Source: Lee Smith, Talking Internal Communication

People are emotional beings. Such a simple, yet powerful phrase. In my current work environment it is also refreshing and almost revolutionary.

Understand that your co-workers are emotional beings, like you, and you can start being able to connect with them.

I won’t claim to take credit for this, but I recommend you read more on Malcom O Munro’s excellent blog:

• An example of the case in point: Curious About What Motivates Employees? Try Asking Them!
• More about Emotional Intelligence: So How “Smart” Are You?
  

I have completed the move from a hosted Blogger service to my own domain and host at http://www.changecommblog.com. Please update your bookmarks.

My feed, for syndicated content, will remain: http://feeds.feedburner.com/changecommunications

Thanks for your understanding!

I recently had the opportunity to put into practice some crisis communication principles and I thought I’d share my experience with you.

“Crisis” communication is not just limited to big corporations facing a major incident, such as the recent Dell product recall or the Enron bankruptcy. These basic communication principles can be applied to any situation of any scale. Here, they are applied to project management in the IT sector.

Context

Complex fixed-price IT integration project; the timeline is very tight and delivery an imperative. Delay or mis-management of costs will directly impact the project’s profitability.

Half way through a project phase, financial imperatives cause our client to review the overall project timeline and postpone many activities we are currently working on to 2007. The team management and myself learn this news during a conference call.

Situation one hour after client’s announcement

The news has already spread amongst our teams by word of mouth. Many are talking of an immediate halt to all activities.

Communication objectives

• Correct and prevent rumours and false information from spreading.
• Reassure the teams and maintain focus and motivation on activities underway and upcoming delivery priorities.
• Inform of client’s new strategy

Impact analysis for the different populations concerned

Communication needs are not the same across the team. Teams located in the central project offices will be heavily impacted by the changes. An uncertain number will need to leave the project. Those in remote locations are less impacted as they are in the final phase of their work.

Immediate action planned

Meeting with all team members as soon as possible. Conference call for managers not in central locations. Key messages (communication brief) provided to those managers for relaying locally.

Summary of key messages

1. “The facts” Factual elements relating to the client’s change of strategy

• Strategy change for budgetary reasons: Capex / cash flow
• Completion of roll-outs currently underway
• Roll-out of next version (currently status: development finished, tests underway) postponed to July 2007
• Deployment next version +1 postponed to January 2008

Decision taken for budgetary reasons, not unhappy with our services. Read client feedback received by email.

2. “What is going to happen for me?” The impact of this change for the teams.

The team members are looking for some clear information about their personal future. For me, this is the most important part of the communication. It is currently too soon to communicate on what will change as a result of this decision. There is much uncertainty. Announce that the situation is very complex and not yet clear. We have contractual commitments that are still valid and require discussion and modification with client.

Be precise about what the Team management expects from the team members. This can be summarised as: “Do not change anything for the moment. Continue to work on what is underway. We will share more information as soon as the appropriate decisions have been taken.”

• Much uncertainty.
• Any change to planned activities will depend on the modification of our contract.
• Prepare yourself for change but do not pack your bags to go home tomorrow.
• We will keep you informed.

Moving forward

• Associate key team members in workshops taking place (defining the change).
• Accelerate communication: make available decisions as their are taken.
• Make messages very simple and very clear.

(Translated from French.)

Quotation: Crisis Communication

On the same topic as the post above…

Here is one company’s approach to communicating on a major business crisis. Skim-read the post (it’s long!) and form your own opinion and then confront it with the customer feedback at the bottom.

DreamHost blog

What I noted is a considerable amount of admiration, praise and understanding. OK there are disgruntled customers but the balance is broadly positive. Most of us common mortels are incapable of judging the technical aspects of such problems. Accidents happen. No-one is perfect. However, it seems to me that our opinion of the company in question is heavily influenced by our perception of how the crisis is being handled, or not.

By the sound of it, this may even be a factor that distinguishes DreamHost from its competitors.

Ever wondered why opportunities for change seem to fall into the laps of some people and not others? Ever tried really hard to change someone or something and not manage? Well, what if you took that energy to concentrate on being more yourself? Maybe then, change might just come to you….

This story I found might sound a little twee, but it illustrates this point well. After all, don’t clichés contain a grain of truth?

In the Chinese folklore, there is the story of an ambitious young man who, on his twentieth birthday, became consumed with the desire to change the world. He spent the next 20 years trying to do that but couldn’t.

At age 40, he settled for trying to change China. He spent the next 20 years trying to do that but couldn’t.

At age 60, he settled for trying to change his village. For the next 20 years he strived to do that but failed.

At age 80, he decided to focus on changing his family. He spent the next 20 years trying to do that but couldn’t.

At age 100, he decided to focus on changing himself.

But the next day, he died.

The lesson? If you want to change the world, you better start with yourself.

So the question to ask ourselves is: In what ways can I become the change I seek to see happening around me?

(c) 2006 F. Basili, President, HumaNext. From the workshop on change and transformation. All rights reserved.

Another post on this subject…

Ashridge training consultancy

According to an article in the International Herald Tribune on 27 July 2006, the French are now some of the world’s most intensive bloggers.

“Sixty percent of French Internet users visited a blog in May, ahead of Britain with 40 percent and little more than a third in the United States, according to Comscore, an Internet ratings service. Likewise, French bloggers spent more than an hour in June visiting France’s top-rated blog site, far ahead of the 12 minutes spent by Americans doing the same and less than 3 minutes for Germans, according to Nielsen/NetRatings.”

From a cultural point of view it is interesting to note the following comment made by Laurent Florès, chief executive of CRM Metrix, a company that monitors blogs and other online conversations on behalf of companies seeking feedback on their brands: “Bloggers in the United States listen to each other and incorporate rival ideas in the discussion [whereas] French bloggers never compromise their opinions.”

Original article:
France’s mysterious embrace of blogs
By Thomas Crampton International Herald Tribune
Published: July 27, 2006