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Tuesday, September 08, 2009

Communicating Organizational Change

Although always important, communication is absolutely critical when deciding to adopt a strategy execution program like Six Disciplines.

It’s challenging to manage the transition ("if nothing changes, nothing changes...") if people have no sense of where the changes are headed. Painting a picture for them can be difficult.

The truth is that many organizations head into a transition state with nothing more than some basic ideas, some lofty goals and cherished values to guide them on their journey.

It’s crucial for leaders to develop and widely communicate a compelling “case for change.” The end product–a well-articulated and persuasive argument for change–becomes, in effect, the mantra of the upcoming change for the organization.

When communicating organizational change to your employees, include:

  • Reason for the change ("if nothing changes, nothing changes...")
  • Vision of the future (renewing your organization's mission, vision)
  • Plan for getting there (persistent, consistent and repeatable plan)
  • Belief that change is achievable (so that people can understand how they contribute)
  • Expectations (of where we're headed, how it's going to be while we journey there)

BOTTOMLINE: The reasons for change need to be communicated early, clearly, often and in delivered in many different ways.

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