Traditional top-down communication is not about communication. It is one-way information. And it does not work.
‘Change communication’ on the other hand, does. It links strategy and people. Management and employees. And it has the power to maximise the impact of transformation projects.
This article series sums up thoughts and perspectives from years in the field and more than 400 projects with public and private organisations globally.
Change communication is neither an art form nor entertainment. It is a medium of information and communication and of course change management. Combining these two proud individual disciplines can create something that can unlock even the most difficult and complex transformations.
As we see it, change communication is the missing link between strategy and people. Between management and employees.
If you’re not communicating, you’re not changing
Over the years, we have written extensively about change communication and how to use it to succeed with transformations.
Now, for the first time, we have collected these reflections in a series of 10 articles.
Change communication itself does not necessarily drive change – but it plays a vital role after a change initiative is released by reinforcing a new pattern of attitudes.
Good communication creates a buzz and starts conversations. It filters into our workplace and everyday lives. Because as humans we are curious. Curious to know what our colleagues are thinking, and so we start discussing the change ourselves. This is when the change starts to become real. And the oganisation is mobilised.
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Perception vs reality
Perception: Management controls the strategy roll-out communication.
Reality: Employees control the strategy roll-out communication.
Implement Consulting Group