I recently did a presentation for CAPG (accountable care physicians advocacy group here in California) on the do’s and don’ts of communications strategy that supports change management. I began by defining the parameters.
Organizational change communication is not:
- an increased quantity and frequency of memo announcements from executive leadership, with reminders and cheer-leading messages
- feel good meetings and conferences with fancy PowerPoint presentations.
To be sure, the initial “decision” announcement from the chief executive that endorses the initiative and commits resources to it is important. It’s the “listen up everybody, we’re going to do this” memo, and it needs to go on record – but it will do virtually nothing to win the hearts and minds of mid-management or staff.
Organizational change communication is:
- Communication tools/resources/support for the operating layers of sponsorship for the change – the reinforcing sponsors who influence their teams and staff.
- Support for face-to-face interaction with peers who are champions, and change agents.
I’ll be delving into this deeper in upcoming posts.