IDIP - The P/TAT communication plan and change enablement
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Communication is an effective tool for motivating staff, overcoming resistance to an initiative, preparing people for the pluses and minuses of change, and for giving all a personal stake in the process. Effective communication must set the tone for a delivery change program. Communication is critical to implementation from the very start. Communication must be ongoing, not once-off. These are some of our (the P/TAT) communication plans (adapted from some research conducted by Harvard Business School):
All involved must know the specific the nature of change. Slogans, themes, and phrases won't define how change is expected to improve infrastructure delivery. We must communicate specific information about how change will affect meeting stakeholder objectives.
Explain the need for change. Staff must not be left in the dark about the reasons behind required change. Co-workers need to be taken along, not alienated. We share with people the various options available to them and why some (or none) is better than the others.
We need to explain the scope of the change, even if it contains bad news. Some people are more affected by change projects than others. And that leads to lots of fear-generating speculation. Fear and uncertainty can paralyze an organisation. We can short-circuit fear and uncertainty with real (not sugar-coated) facts.
We should develop a simple graphic representation of our change process that people can understand and hold in their heads. It could be a flow chart, or a graphic image of what the changes will accomplish.
We can predict negative aspects of implementation. There are bound to be negatives, and we can anticipate them.
We need to explain the criteria for success and how it will be measured. We must define success clearly, and devise metrics for progress. If we fail to establish clear measures for what we aim to accomplish, how will anyone measure progress? We will measure the progress - and then communicate that progress.
Somehow we must try to find "rewards" for success. People need incentive for the added work and disruptions that may change require.
Repeat, repeat, and repeat the purpose of change and actions planned. If the initial announcement doesn't generate questions, we do not assume that staff accept the need for change - they may simply be surprised. We will follow up a change meeting with another meeting, then follow this with communications.
We need to use different media and communication styles appropriate to each sector of our stakeholder group. These could be newsletters, events, e-mails, and presentations that keep all informed, involved, and motivated. These needs to be an element of honest about successes (and failures!). If our people lose trust in what they are hearing, they will tune us out.
Communication a two-way proposition. Remember, this is a shared process. So, if the P/TAT is the change leader, we should spend at least as much time listening as telling. Our objective is to keep others involved and motivated. Our leaders, both political and management need feedback. Hardworking implementers need opportunities to share their learning and their concerns with leaders who listen.