All communication professionals are change managers, whether they believe it or not. Keynote presentation on change an communication for government communicators. Part of the #gcasyd15 conference.

1. EVERYTHING
CHANGES
COMMUNICATION IN THE AGE OF
PERPETUAL DISRUPTION
JONATHAN CHAMP, FOUNDER MEANING BUSINESS
@MEANINGBUSINESS

3. GREATEST POSITIVE CHANGE

4. GREATEST CHALLENGE

5. WE COMMUNICATE FOR AN OUTCOME
HEAD HEART HANDS RESULT

6. ISN’T CHANGE THE MAIN JOB OF
COMMUNICATION?
Communication management is about
changing something
Opinions, Relationships, Knowledge, Actions
Change management is also about changing
something
Process, system, strategy

7. THINGS THAT ARE TRUE*
Change is hard
People resist change
Opposition is a problem
Everyone needs to understand the change
70% of change fails
No quick fix
*Not actually true
#OHWAIT

8. TRENDS, FADS AND THE NEXT BIG THING

9. ORGANISATIONS FACE A DEGREE OF
COMPLEXITY GREATER THAN EVER
Political
Open
Government
Shift
Social
Occupy
Responsibility
Economic
Collaborative
Consumption
The ‘Bitcoin’
Effect
Technological
MORE NEW
STUFF ALL
THE TIME

10. THE INTERNET IS NOT THE WORLD

11. GOVERNMENT IN 140 CHARACTERS

12. HACKTIVISM

13. HACKTIVISM*

14. INDIVIDUAL/S

15. NEW WAYS OF SENSE-MAKING

16. THE RISE* OF STORY
*or the commodification of storytelling as a business tool

17. SHIFTING VOICES
http://eyewitnessmediahub.com/research/user-generated-content

21. MEDIUM / MESSAGE

22. BOTS

23. GARTNER HYPE CYCLE

24. Gartner

25. COMPLEXITY IS DISRUPTIVE,
DISRUPTION DRIVES INNOVATION

26. INDIVIDUALS WITHIN ORGANISATIONS
ARE EXPERIENCING TRANSFORMATION

27. TRUST AND ENGAGEMENT

28. ROLES

29. BLURRING THE LINES:
Shifting
Roles
Stakeholder
Audience
Co-creatorCommunity
Network

30. PROCESSES

31. IT’S NOT WHAT YOU SAY…
FROM
TO
Key Messages
Key Participants
Decisions announced
Consult and share
Inside out
Outside in
Slogans
Proof Points
Policy
Principles
Answers
Questions
Leader as voice
Shared voice
Content
Context

32. FOR US THIS
MEANS…

33. THE GAP, THE CURVE AND THE DIP
Adapted from Kubler Ross, Prosci, Quirke, Larkin, Conner
Desired
Current
Gap
Transitions
Endings
Beginning
Stages of grief
Uninformed
optimism
Uninformed
pessimism
Hopeful
realism
Informed
pessimism
Change
‘completion’
Responses
to change
must be taken
into account
Change
goals follow
a consistent
sequence of
outcomes
Awareness
Desire
Knowledge
Ability
Reinforcement
Commitment curve
Positive
Perception
Experimentation
Adoption
Internalisation
Institutionalisation
Understanding
Awareness
Support
Involvement
Commitment
Comms
Goals will
determine
approach
Performance
dip

35. TOOLKIT

36. LEARN FROM OTHER DISCIPLINES

37. NO QUICK FIX*

38. SIMPLICITY IS A STRATEGY
• Limit noise
• Focus on the biggest
thing
• Advocate and facilitate
employee and
stakeholder
understanding

39. The
Shorter
COMMS
Plan
Context (WHY)
• What do we need to know
before we begin?
• Where are we now?
• What happened?
• Why now?
• Who does this involve?
• What do we need to research?
Outcome (WHAT)
• What needs to happen?
• What result is needed?
• What will success look like?
• For each stakeholder
• What will communication
deliver?
• When?
Messages (WHAT)
• What messages are required for
each audience to create the
required outcome?
• Information
• Attitude
• Action
• Sequence
Methods (HOW)
• What communication
approaches will achieve the
outcome?
• Timing and alignment
• Channels & activities
• Measurement
• Feedback
• Manage the plan
Support (WHO)
• What are the roles and
responsibilities?
• What activities other than
communication are required?
• What is the budget?
• Who is the sponsor and business
owner?
• What resources are required?
The Shorter COMMS Plan version 2.2 by Jonathan Champ, Meaning Business is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
www.meaningbusiness.com.au

40. PRINCIPLES NOT POLICIES
Context and outcome driven
Negotiated
Adaptability

41. Context
Connection
Curation
Collaboration
Co/
creation

42. ASK OURSELVES WWASUD*
*WHAT WOULD A STARTUP DO?

43. DESIGN AS
COMMUNICATION
There is no change management or communication program for
the internet, social platforms or mobile phones

45. AGILE
Define
Create
Measure
Review
Old model
New world

46. ‘PLAY’

47. EMPOWERING EMPLOYEES
TO OWN THE NARRATIVE
Co-creation becomes a model for true engagement

48. BEWARE
• No magic solutions
• Trends are impermanent, consider cycles
• Know what problem you are trying to address

49. IN PRACTICE
Understand the drivers of change
Be the voice of the ‘X’
Extend the toolbox beyond communication
Coaches not creators

50. REMEMBER
• Change is what we do
• The human response to change is predictable
• The organisational approach to change doesn’t
always support the human approach
• As communicators we can create better outcomes
for all parties
• We have to continue to change ourselves

51. AMA*
JONATHAN CHAMP
@meaningbusiness
www.meaningbusiness.com.au