Facilitating Organizational Change - Week 5 F2024 PDF

FACILITATING ORGANIZATIONAL CHANGE BUSN 10277 Week 5 – In Person Communicating Change and Managing Stakeholders Shauna Richter [email protected] Agenda for Today Discuss how to build and execute a strong communications plan...

FACILITATING ORGANIZATIONAL CHANGE BUSN 10277 Week 5 – In Person Communicating Change and Managing Stakeholders Shauna Richter [email protected] Agenda for Today Discuss how to build and execute a strong communications plan Work in your groups to actively apply the ideas to a selected scenario Group Presentations Review a few useful tools for this process Wrap up & Next Steps Break into your Groups/Teams 1. Select a scenario to use for this in class activity on how to build and execute a change communication plan. 2. Determine how/where you will record the data you create throughout the process. Creating an Effective Communications Plan for Organizational Change The secret to effectively communicating change: – strong planning – transparency – consistency – engagement Creating an Effective Communications Plan for Organizational Change Step 1: Define the Purpose of Communication for Change What to Do: Clearly define the change and why it’s happening. Include the key reasons driving the change—such as new technology, market conditions, or company restructuring. Ensure the communication is aligned with the overall change strategy. Set specific communication goals, such as keeping employees informed, reducing uncertainty, and managing resistance. What Not to Do: Don’t withhold details. Ambiguity leads to confusion and mistrust. Don’t sugarcoat or be vague—transparency is key to reducing resistance to change. Creating an Effective Communications Plan for Organizational Change Step 2: Identify and Analyze Stakeholders What to Do: Conduct a stakeholder analysis to understand who is affected by the change. Different groups (executives, managers, employees, customers) need tailored messaging. Classify stakeholders based on their influence on and interest in the change. Example: Executives might require high-level strategic communication, while employees need detailed, tactical communication. What Not to Do: Don’t assume everyone is on board. Some stakeholders will resist change more than others, so don’t create a one-size-fits-all communication strategy. Ensure that potential resistance is addressed differently for each group. Creating an Effective Communications Plan for Organizational Change Step 2: Identify and Analyze Stakeholders What to Do: Conduct a stakeholder analysis to understand who is affected by the change. Different groups (executives, managers, employees, customers) need tailored messaging. Classify stakeholders based on their influence on and interest in the change. Example: Executives might require high-level strategic communication, while employees need detailed, tactical communication. What Not to Do: Don’t assume everyone is on board. Some stakeholders will resist change more than others, so don’t create a one-size-fits-all communication strategy. Ensure that potential resistance is addressed differently for each group. Creating an Effective Communications Plan for Organizational Change Step 3: Develop Core Messages What to Do: Create core messages that are consistent and aligned with the overall organizational goals. These messages should explain: The reason for the change What will change and what will stay the same How the change impacts stakeholders Next steps and timelines Tailor the messaging to different audiences but keep the core points consistent. What Not to Do: Don’t focus solely on the positives. Ignoring the challenges of the change process can backfire. Address possible difficulties and how the organization will support employees through them. Creating an Effective Communications Plan for Organizational Change Step 4: Select Communication Channels What to Do: Choose appropriate channels based on the target audience. For organizational change, a combination of channels usually works best: Email: For detailed information and regular updates. Intranet/Corporate Portal: Centralized location for all change-related materials. Town Hall Meetings: Interactive sessions to clarify questions and receive feedback. Instant Messaging (e.g., Slack or Microsoft Teams): Quick updates and ongoing conversations. Video Announcements: Effective for engaging and humanizing leadership’s role in the change. What Not to Do: Don’t rely solely on one channel. Change communication should be omnipresent—delivering consistent messages across multiple channels ensures maximum reach. Creating an Effective Communications Plan for Organizational Change Step 5: Craft Communication Scripts and Group Messaging What to Do: Create scripts for key announcements that are clear, concise, and actionable. Consider how the message should be adapted for different channels: For Email: “The company is entering a new phase by adopting [change]. This will affect [departments], and here’s how you can prepare for the upcoming transition.” For Town Halls: “We’re here to address your questions about [change]. Let’s talk about why we’re doing this and how we can navigate this process together.” For Slack/Teams: “Quick update: [Change] is happening this quarter. Check the intranet for details and let your manager know if you have any questions!” What Not to Do: Don’t deliver scripted messages that feel robotic. Employees want transparency and sincerity. Avoid overly formal language in channels like chat, and don’t ignore opportunities to personalize communications. Creating an Effective Communications Plan for Organizational Change Step 6: Timing and Frequency What to Do: Plan the timing of your communication. Early and ongoing communication prevents rumors and anxiety. Pre-Change Communication: Set the stage with clear messaging about what’s coming and why. During Change: Provide regular updates on progress, challenges, and adjustments. Post-Change: Reinforce the positive outcomes of the change and gather feedback to identify areas for improvement. Frequency: Schedule communications so employees aren’t overwhelmed but are kept informed. What Not to Do: Don’t go silent. Gaps in communication create uncertainty. Even if there’s no major update, maintain contact to reassure employees that the change is still on track. Creating an Effective Communications Plan for Organizational Change Step 7: Enable Two-Way Communication What to Do: Establish feedback channels to ensure employees can voice concerns or ask questions. Use anonymous surveys, Q&A sessions, and suggestion boxes to gather input and assess sentiment. Assign communication champions—managers who can act as points of contact to clarify issues and offer support. What Not to Do: Don’t make it a one-way conversation. Change management is most successful when employees feel heard. Be responsive and flexible to adjust plans based on feedback. Creating an Effective Communications Plan for Organizational Change Step 8: Monitor and Measure Communication Effectiveness What to Do: Track engagement with your communications (e.g., email open rates, meeting attendance, participation in feedback channels). Adjust communication methods based on the effectiveness of your channels. Are certain groups not engaging? Find out why and adapt your approach. What Not to Do: Don’t assume your message landed. Measure and gather data to ensure your communications are understood. If feedback reveals gaps, revisit earlier stages of communication. Common Mistakes to Avoid in Change Communication: 1. Failure to Communicate the Why: Employees are less likely to embrace change if they don’t understand the reasons behind it. Explain the “why” clearly. 2. Underestimating Resistance: Don’t assume everyone will accept the change. Resistance should be anticipated, and communication should address concerns. 3. Ignoring Feedback: Two-way communication is crucial. Ignoring feedback or failing to act on it will reduce trust in leadership. 4. Not Preparing Leaders: Leaders must be well-prepared to deliver messages and answer questions. If they appear uncertain, employees will lose confidence in the change. Example Communication 1. Email Announcement: Subject: Important Changes Coming to [Company Name] – Here’s What You Need to Know As we navigate through [reason for change], we are excited to share upcoming changes that will help us grow and adapt. Over the next [timeframe], we will be implementing [change initiative]. Here’s what to expect: What’s Changing: [Outline specific changes] Why It Matters: [Explain the benefits and goals of the change] Next Steps: [What actions employees need to take] We know change can bring questions. Please reach out to [manager/contact] with any concerns. Stay tuned for more updates in the coming weeks. Best regards, [Leadership Name] Example Communication 2. Intranet Post: Title: Update on [Change Initiative] We’re moving forward with [change initiative] to [reasons/goals]. Here’s where we stand: Timeline: [Where we are in the process] Impact on Teams: [What’s happening for different departments] Check out the FAQ section [link] or watch this video from [leader] for more information. Presentations Group presentations Stakeholder Mapping How to create a stakeholder map: https://www.mural.co/blog/stakeholder-mapping Stakeholder Analysis Tool See reading for a great template: https://erikaluger.medium.com/stakeholder-engagement-a-key- change-management-tool-in-the-project-lifecycle-e97e289c4b10 : Summary of Tools for Managing Change Communication Plans Tool Type Recommended Tools Purpose Trello, Asana, ClickUp, Plan, assign tasks, and track Project Management Tools Microsoft Project, Smartsheet communication progress Centralize communication Slack, Microsoft Teams, Zoom, Communication Tools efforts and ensure real-time Intranet/SharePoint updates Google Workspace, Dropbox, Enable real-time collaboration Collaboration Tools OneDrive and easy access to files Gather employee feedback and Feedback Tools Google Forms, SurveyMonkey measure communication effectiveness Mailchimp, Officevibe, Outlook Track the effectiveness of Monitoring Tools Analytics communications Manage risks and assign Risk Management Tools Risk Register, RACI Matrix responsibilities Week 5 – In class Learning Assignment Group Breakout Exercise & Presentations Week 5 – Personal Learning Assignment Week 5 – Quiz (MyCanvas) Reading for Week 6: – Flip through “Lean Change Management” by Jason Little. This is a great book, and you will recognize some of the references to models in it. Lean Change Management - Jason Little.pdf