COMMUNICATION PLANMONICA PITTS

AET/560DECEMBER 5, 2015 PROFESSOR NORTZ

Communication Plan

Communication Plan

Table

of

Contents

1.1 How to launch the communication plan1.2 The technology needed to accomplish the plan1.3 How to test its effectiveness and the impact of management’s response to the organizational change?1.4 How to generate feedback for continuous

improvement?1.5 How to address negative responses or communications about the change?1.6 How your communication plan can affect organizational change?

Phase A: Preapproval PhasePhase B: Creating the need for changePhase C: Midstream change and milestone communicationPhase D: Confirming/celebrating the change success.

1.1 LAUNCHING THE COMMUNICATION PLAN CONSIST OF 4 PHASES

Phase A: Preapproval Phase

During the pre-change phase change agents persuade upper management and others that the change desired is necessary.

Change agents target individuals with impact and/or authority to approve a needed change.

Successful change proposals are typically broken into smaller change steps, timing in reference to persistence, opportunism, and involvement of others are vital when selling projects.

It is also essential to associate the change to the organization’s goals, plans, and priorities.

Phase B: Creating the need for change

When generating awareness for the change needed it is essential to clearly explain and justify the need for change.

Articulate the vision for change in specific planned steps

Reassure employees that they will be treated objectively, fairly, and with respect.

Communicate the need for change by using comparative data. Sharing competitive information is beneficial to avoid potential conflicting views between upper management and other employees.

Phase C: Midstream Change and Milestone Communication

Communicate the progress to employees using specific details about the upcoming operational plans.

Employees are more comfortable when they feel informed and understand how the reorganization will affect their jobs.

Management needs to obtain feedback from employees regarding the acceptance of the changes and the attitudes of employees.

Once employee feedback is obtained, change leaders need to recognize any misconceptions that are emerging and have the ability to decrease the misconceptions and rumors.

Communicate changes by modifying websites, electronic bulletin boards, and online surveys.

In this phase relationships are altered, new roles are assigned, and the structure is reformed. As the freshness of the change subsides it is important to continue to support the change with enthusiasm and positivity.

Phase D: Confirming/Celebrating the Change Success

SUCCESS

During the final phase change agents identify and celebrate the growth and milestones achieved during the change process. celebrations are necessary reinforce commitment and reduce stress.

Finish incomplete projects.

Prepare for future changes.

1.2 The Technology Needed to Accomplish the Plan

During a change communication is key to keep everyone engaged. Upper management will need to use intriguing technological tools such as:

LCD Projectors Private Email accounts Electronic bulletin boards Video conferencing Company cellular smart phones Websites Blogs Online surveys

1.3 How to test its effectiveness and the impact of management’s response to the organizational

change?

Make certain that employees understand the need for change and the impact it will have on them.

Inform employees about role changes and perspective plans. Reassure employees that they will continuously informed during the change process; that there will not be any surprises.

Communicate and compare the goals of change process with the communication accomplishments.

1.3 How to test its effectiveness and the impact of management’s response to the organizational

change continued…

Utilize the 360° feedback model in order to get a substantial amount of perspectives and date to determine effectiveness.

Provide training and communicate the progress with leadership.

Institute behavioral and cognitive training to enforce coordination, innovation, and expedited response times.

1.4 How to generate feedback for continuous improvement? 

In order to generate feedback encourage and support employee communication.

Create online surveys and blogs to keep employees informed.

Incorporate 360° feedback from leaders and employees.

Inform employees on the new roles and responsibilities

Provide performance assessments

1.5 How to address negative responses or communications about

the change?

Pay attention to behavioral facets of individuals Use the

resistance as an opportunity to foster

further communication

Encourage Two-Way Communication with

management and employees

Coordinate communication with

systems and structures

Answer questions: What is occurring, why is it occurring, what's is the next

step?

Engage employees with quick and

credible information

Motivation

• Increase employee engagement Consiste

ncy

• Reinforce continuous communication to prevent errors

Damage control

• Restore any damage to the reputation

Inspiration

Experience

1.6How your communication plan can affect organizational change?

• Use past mistakes and experience to prepare for successful future changes

• Reassure future leaders of success

References

Cawsey, T. F., Deszcz, G., & Ingols, C. (2012). Organizational Change An Action-Oriented Toolkit (2nd ed.). Retrieved from The University of Phoenix eBook Collection.