Description

Where this takes you:
Change programs that fail rarely fail because the change itself was wrong. They fail because the communications around the change created anxiety before the case was made, resistance before the objections were addressed, and disengagement before the new direction was understood. This module covers how to design the communications dimension of change so it supports rather than undermines the program it is meant to advance.

This module addresses:
– Change communications architecture: sequencing the messages, channels, and conversations that move different stakeholder groups from awareness through understanding to the behavioral alignment a change program requires
– Resistance management through communication: diagnosing the specific concerns driving organizational resistance and designing the communications responses that address those concerns directly rather than restating the case for change more loudly
– Trust maintenance under uncertainty: communicating honestly about what is not yet decided, what will and will not change, and what the organization owes its people during a transition — in a way that maintains credibility through the period when credibility is most tested

Approximate duration: +/- 7 hours

Professional impact:
A change communications capability that treats the human dimension of organizational change as a design problem with known solutions — producing change programs that maintain trust, reduce resistance, and arrive at implementation with the organizational alignment that makes the change durable.