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

2. CORPORATE Information

• How we are progressing?
• Is the change helping?
• What success is being had?
• Comms outcome:  Sense of progress

3. 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.