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What must we do to bring about a Change initiative as smoothly as possible? Communicate! Communicate! Communicate! How much, and for how long do we do this? Until we get sick and tired of the sound of our own voice – then we take a deep breath and a drink of water and we start all over again. Communication isn’t something that stops and starts; it’s a constant activity before, during and after any Change initiative.
This isn’t exactly news. We sort of get this. I can ask any audience in the world to tell me the ‘secret’ to good Change and they repeat back “Communicate, Communicate and Communicate some more!” as if it’s been forcefully injected into their cerebellum. The problem arises when the questioning becomes a bit more detailed, “What exactly should we communicate?” The response to that question is usually either a blank stare or the reasonable recitation of the reporter’s standby; Who, What, Where, When, How and Why. Not a bad start. If we’re writing a news article, then these are good solid questions. The Change Management problem requires all of those, and a few others besides. It’s not that the reporter’s questions are a poor tool; it’s just that they don’t address the peculiar psychology of the Change challenge.
Why should you Attend: While we know that ‘Communication’ is the key to Change – what exactly do we communicate when speaking about Change? Your first attempt might be to focus on the questions; Who, What, Where, When, Why and How. These are great questions for articles and news reports – because in those situations, those questions are foremost in our thoughts.
When we face a potential Change – our questions are very different. The ‘Change’ represents an unknown, uncertain future, and this modifies the questions that come first to our mind – Knowing what those questions are, why they arise, and how best to respond to them – is a crucial skill for anyone embarking on a Change initiative, or? Anyone faced with a Change they must respond to.
Areas Covered in the Session:
WHY? – Why is this particular Change necessary now?
WIIFM? (What’s in it for me) – If we don’t address this? They’ll listen to nothing else
MONDAY? – What exactly will we be doing differently tomorrow?
WON’T? – What won’t Change?
MIGHT? – What might go wrong, and what are our plans to mitigate that?
WILL? – What will be difficult and what will we do to make that easier?
SIGNPOSTS? – How will we know we’re making progress?
Who Will Benefit:
Management – at All Levels
Change Management Expertise
Peter de Jager is a keynote speaker/writer/consultant on the issues relating to the Rational Assimilation of the Future. He has published hundreds of articles on topics ranging from Problem Solving, Creativity and Change to the impact of technology on areas such as privacy, security and business. His articles have appeared in The Washington Post, The Wall Street Journal, The Futurist and Scientific American. He is best known to project management audiences for his efforts to create responsible awareness of the Y2K issue – For which he received several awards from IT associations and Govt. Agencies. In addition to presentations and seminars on the topics above, he has written dozens of regular columns. These include; Association Trends, CIPS across Canada, Enterprise, Globe & Mail online and Municipal World He’s spoken in more than 40 countries and is recognized worldwide as an exciting, humorous, provocative and engaging speaker. His audiences have included the World Economic Forum, The World Bank and The Bank for International Settlements.
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