A communication plan as a change leader to help manage communication about organizational change for the organization used in the Organizational Change Process Learning Team project.
2. The Communication Plan
Preapproval Phase: Timing is
crucial and involvement of others
at right time relates t the
successful selling of projects.
Developing the need for change
Phase: Creating awareness of the
need for change, explain the issues
and provide a clear compelling
rationale for the change.
Midstream change Phase: People
need to understand the progress
made in the change program.
Confirming the change Phase:
Communicate and celebrate the
success of the program. Cawsey,
Deszac, & Ingols, 2012).
3. Technology Needed to Accomplish
the Plan
Surveys
E-mails accounts.
Telephone
conversations.
Video conferencing
Face-to-face
communications.
Company Newsletter.
4. Plan to Test the Effectiveness
Level 1 (Reaction)
completed participant feedback
questionnaire
informal comments from participants
focus group sessions with participants
Level 2 (Learning)
pre- and post-test scores
on-the-job assessments
supervisor reports
Level 3 (Behavior)
completed self-assessment
questionnaire
on-the-job observation
reports from customers, peers and
participant's manager
Level 4 (Results)
financial reports
quality inspections
interview with supervisor
(Evaluating training Effectiveness,
2003)
5. Impact of Management’s
Response
Influencing others is a key concern for
change leaders when working the plan.
It involves consideration of how they
can bring various stakeholders on-side
with the change.
Force field analysis change agents to
specify the forces for against change.
Stakeholder analysis and stakeholder
maps ask that key players be identified
and the relationship among players.
Influencing people one at a time or in
small groups can be valuable if
influential individuals are identified
and the right message is communicated
to them. Cawsey, Deszac, & Ingols,
2012)
6. Feedback for Continuous
Improvement
A powerful use of survey is an approach called survey
feedback: it is an action research method developed by
organizational development (OD) practitioners as a way
to simulate and advance conversations and insight
concerning what is going on in the organization, how
members are feeling, and how thing can be improved.
Use the opportunity to enrich the assessment of the data
and their interpretation and explore the implications for
action.
Survey feedback is used to raise awareness and
understanding, advance the analysis, and build support
and commitment for actions that will benefit both the
individuals and the organization. Cawsey, Deszac, &
Ingols, 2012).
7. Addressing Negative
Responses or
Communication
about Change
Change needs to be
articulated and specific
steps of the plan that will
be undertaken need to
clarified.
If the organization is being
reorganized employees will
want to understand how
this reorganization will
affect their jobs.
When implementing
change, leaders should use
extensive communication
to foster employee support
and alleviate dysfunctional
resistance. Cawsey,
Deszac, & Ingols, 2012)
8. How your Communication Plan can
Affect Organizational Change
By mobilizing commitment to change
through joint diagnosis of business
problems.
Developing a shared vision of how to
organize and mange for competitiveness.
Foster a consensus for the new vision,
competence to enact it, and cohesion to
move it along.
Spread revitalization to all departments
without pushing it from the top.
Institutionalize revitalization through
formal policies, systems, and structures.
Monitor and adjust strategies in response
to problems in the revitalization process.
(Cawsey, Deszac, & Ingols, 2012)
9. Reference
Cawsey, T., Deszac, G., & Ingols, C. (2012). Action Planning and
Implementation. In Organizational Change: An Action-Oriented Toolkit (2nd
ed., pp. 299-328). Thousand Oaks, CA, USA: Sage Publication Ltd. Retrieved
September 28, 2016,
Evaluating training Effectiveness. (2003). Retrieved October 3, 2016, from
Business Performance Pty, Ltd.:http://www.businessperform.com/workplace-
training/evaluating_training_effectiven.html
Notas do Editor
Scenario:
Goldman Sachs want to change its’ approach of hiring people. They are looking to recruit fresh new faces, new ideas, and people who have recently graduated from a university and ready to work at the investment bank. The problems arise from Goldman Sachs current process of recruitment needs to be restructured. Some are for the change of hiring in this new way while others rather spend long hour weeding through paper resumes, conducing phone screens and then selecting candidates for interviews. On-the-other hand Goldman Sachs would like to save time, energy, and money and eliminate subconscious biases disqualify diversity in global society. Goldman Sachs needs to get the hiring personnel on board and guiding them through the changes and training will prove itself to be the best investment for everyone.
A communication plan has four phases:
Prechange approval Phase: Communication plan to sell top management.
Developing the need for change phase: Communication plans to explain the need for change, provide rationale, reassure employees.
Midstream change Phase: Communication plans to inform people of progress and to obtain feedback on attitudes and issues to challenge any misconceptions, and to clarify new organizational roles, structures, and systems.
Confirming/celebrating the change success: Communication plans to inform employees of the success, to celebrate the change, and to prepare the organization for the next change. Cawsey, Deszac, & Ingols, 2012)
Change agents need to match the communication challenge with the communications selected such as surveys. Surveys capture people’s opinions and track them over time to assist in identifying what needs changing or in tracking a change project. (Cawsey, 2012, p 307). Channel richness ranges from standard reports, and general information through the channels of emails, personalized letters, telephone conversations, video conferencing, and face to face communications at the other end. (Cawsey, Deszac, & Ingols, 2012)
An evaluation at each level answers whether a fundamental requirement of the training program was met. It's not that conducting an evaluation at one level is more important that another. All levels of evaluation are important. In fact, the Kirkpatrick model explains the usefulness of performing training evaluations at each level. Each level provides a diagnostic checkpoint for problems at the succeeding level. So, if participants did not learn (Level 2), participant reactions gathered at Level 1 (Reaction) will reveal the barriers to learning. Now moving up to the next level, if participants did not use the skills once back in the workplace (Level 3), perhaps they did not learn the required skills in the first place (Level 2). (Evaluating training Effectiveness, 2003)
A stakeholder analysis identifies people who are critical to the change process. Change agents need to consider how they propose to encourage those individuals to move along the adoption continuum until the needed stakeholders are aligned with the change, or at least their opposition has been minimized. Cawsey, Deszac, & Ingols, 2012).
Surveys captures people’s attitudes, opinions, and experiences at a particular point in time and then possibly track those attitudes over time.
Surveys provides anonymity to the respondents and make it possible to capture the opinions of a larger proportion of the participants than might otherwise be possible.
Surveys make it possible for people to say things that they would not feel comfortable stating publically
Surveys feedback involves sharing the results with the individual affected by the finding.
Creating a sense of fairness, trust, and confidence in the leadership and interest and enthusiasm for the initiative is important to the success of change initiatives.
Cawsey, Deszac, & Ingols, 2012)