Tag: stakeholder mapping

CIPR Webinar – Change Communication

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What it was:

A CIPR Webinar on Change Communication presented by Alison Arnot.

Source: http://bit.ly/1El4UJS

What I learned:

Overall points from the webinar:

  • Change is a normal part of business process so a successful business must be able to do it sustainably and repeatedly.
  • People naturally wary of change. It is experienced differently by different people
  • The change curve is superficially similar to the grief curve!
  • Communicators job is to help people move through the change process
  • Those closely involved in the change process typically have a different view as they have more insight and empowerment in respect of the change.
  • Ultimate goal is to get people engaged and motivated to help deliver the future
  • Measurement / evaluation is key. You can’t influence what you don’t understand
  • Measure effectiveness, understanding, feelings, engagement and behaviour
  • Can use e.g. Bench-marking and demonstration of objective evidence of actual changes in behaviour

Detailed points:

Change communication strategy needs to include…

  • Why communicate? Who communicates with whom and about what?
  • What channels? When?
  • AND Consequences and measurement?

Analysing stakeholders needs to ask…

  • What is it like working with us? Who influences them? Who do they influence
  • What is our place in their aspirations? What is their view of our future? How can we help each other?
  • What is their motivation/agenda?

Stakeholder mapping – “Power vs. Interest”

  • High power low interest: Keep satisfied – A threat if they don’t understand
  • High power high interest: Engage – Can make or break your programme
  • Low power low interest: Monitor – Inform but don’t overload
  • Low power high interest: Inform – An advocate and ear to the ground

Communication content needs to address….

  1. STRATEGIC Information
  • Vision, values and direction
  • Rationale and benefits of the change
  • Comms outcome: Sense of purpose
  1. CORPORATE Information
  • How we are progressing?
  • Is the change helping?
  • What success is being had?
  • Comms outcome:  Sense of progress
  1. OPERATIONAL Information
  • What we need to start, stop and continue doing to make the change a success
  • Comms outcome: Sense of control

Messaging needs to address the three following needs…

  • Personal needs – a realistic (not evangelical) appraisal of the situation and what it means for me
  • Operational needs – where we are, where we need to be, what we need to do
  • Strategic needs – the big picture

What I will aim to do differently as a result:

I will conduct a stakeholder mapping exercise (identifying them all, then mapping power vs interest) for my digital transformation programme.

I’ll tailor our programme comms to ensure it covers the Strategic / Corporate / Operational content-types outlined in this briefing.

I’ll ensure that our messaging is better at addressing the three “needs” i.e. Personal / Operational / Strategic.

I will design a system of bench-marking for the programme – potentially a maturity model. For example %age of people that agree with each of the 10 statements in the digital vision.