change managment communication skills
Post on 10-Apr-2015
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TRANSCRIPT
Presented To SIR Bilal Majeed
Prepared BY
Ambreen Kanwal (22) Muhammad Saqib
(23)
Change Management
Chapter 11
Communication Skills
Learning Objective
Relationship of Change Images to Communication Skills
Listening as a change management skills
Role of Toxic
Change conversation skills
Change language to ensure that it is coherent and aligned with desired changes.
Change communication strategies relevant to both internal and external stakeholder
By "being the change you want to see"you can begin to change the quality of your conversations
without waiting for other people to change.
Communication Skills
These skills are aimed at involving people and encouraging commitment
to the change process
Relationship of Change Images to Communication Skills
Image of managing change Director, Navigator Purpose of communication
The purpose is to ensure people understand what is going to happen and what is required of themThis is similar to director image in term of outline the nature of the change to staff but pay attention to identifying alternative interest and power relationships and actions that may disrupt the proposed change.
Key communication skills
Sending a clear, unambiguous message
Critical listening skills
Image of managing change, caretaker, coach
The focus is on letting people know about the why of change that is the inevitability of the changes and how best to cope of survive them identify and reply.
The focus is on ensurig people share similar values and aware of what actions are appropriate to these values.
Discriminative listening skills
Apperceive listening skills
Community building
Attention to emotions
Image of managing change, (interpreter, nurturer)
Interpreters provide staff with a sense of what is going on through story telling This image leads change to reinforce the view that process cannot always be predicated and that often outcomes will occur that are innovative and creative for an oganization
Storytelling, engaging in change conversation,
Discriminative listening skills
Listening as a Communication Skills
Four key skills for communicating include:
ListeningTelling storiesSelling change upwardToxic handling
Listening
listening skills:
suspending judgment,
identifying assumptions,
listening for learning, and
Reflecting
Types of listening
Discriminative listening (usage) determining significant of visual messageComprehensive listening (usage) striving to understand message for later recall, useTherapeutic listening (usage) helping othersCritical listening (usage) evaluating message Appreciative listening (usage) discriminative and comprehensive listening
Telling Stories
This is an effective way of helping employees learn from past changes & painting pictures of the future.
Selling Change Upward
“Issue selling” is a way of gaining senior management attention to changes initiated from below.
Message, timing, and channel are important
Presentation techniquesLink to the logic of the business planRaise the proposal continuouslyPackage the issue incrementally
BundlingThat is linking to the order ideas and issues
– Profitability, market share, organizational image, or concerns of key stakeholders
Toxic Handling
Some people in organizations take on a role of handling the ill-effects of change processes and absorbing these as a way of shielding others from their negative impact.
Listening empatheticallySuggesting solutionsWorking behind the scenesCarrying the confidences of othersReframing difficult messages
Change Conversations
Different change conversations should be used at different stages of a change process.
→ the use of different change conversations at different phases of a change.
→ linguistic coherence in different conversation phases.
→ outline why there is a need for change managers.→ creating a shared change language among
different parties involved in the change.
Talking in stages ctd.
Conversations for performance: this focuses on the actual change that is intended and how progress will be monitored.
Promises are madeObligations are entered intoAccountabilities are establishedDeadlines are set
Conversation for closure: this signals the end of the change
Acknowledgments, celebrations, rewards
Talking coherently ctd.
Four dominant forms used to convey organization change
1. Ideals (which express preferences)2. Appeals (which seek support)3. Rules (which seek to direct the
behaviour of individuals4. Deals (which serve a form of
bargaining and exchange)
Aligned your language with the desired change
Four different images of change
1. Machine imagery of change
2. Developmental imagery of change
3. Transitional imagery
4. Transformational imagery
Communication with external stakeholders
Communicating with external stakeholders is an important aspect of communicating change.
1. Excuses
2. Justification
3. Disclaimers
4. concelment
Research has focused on:crisis management
corporate reputation
crisis management
Five crisis management change strategies
1. Mortification
2. Corrective action
3. Bolstering
4. Denial
5. Shifting the blame
Summing up
Change occurs when a new way of talking replaces an old way of talking.
We have seen the range of linguistic and argumentation skills available to managers of change. we also saw that what gets focused upon as key change communication skills is likely to be influence by the images we hol of manaing change
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