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IABC Canberra New Paradigms for Change Communication Adrian Cropley, ABC, FRSA President Cropley Communication Melbourne, Victoria, Australia

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Presentation on theme: "IABC Canberra New Paradigms for Change Communication Adrian Cropley, ABC, FRSA President Cropley Communication Melbourne, Victoria, Australia"— Presentation transcript:

1 IABC Canberra New Paradigms for Change Communication Adrian Cropley, ABC, FRSA President Cropley Communication Melbourne, Victoria, Australia

2 © Cropley Communication 2014 | 2 Lets explore The context for change The impact of change on individuals and organisations Identifying stakeholders – what are their likely reactions Managing change fatigue and implementing cultural change Building leadership competence in managing change and people in the journey

3 © Cropley Communication 2014 | 3 The context Towers Watson Change and communication ROI study

4 © Cropley Communication 2014 | 4 Top three comms activities unchanged, but… Source: CEC 2012 Resource Allocation Benchmarks

5 © Cropley Communication 2014 | 5 Globally, less than 1 in 5 believe a leader will tell the truth on a difficult issue

6 © Cropley Communication 2014 | 6 Old sources of information are no longer the most powerful 75% of people don’t believe companies tell the truth in advertising 9 out of 10 consumers online trust recommendations from people they know 7 out of 10 consumers online trust opinions of unknown users 78% of consumers trust peer recommendations 61% trust family and friends, and customer reviews over manufacturers, experts or retailers Discussion: What does this mean for the way organisations communicate? Arthur W Page Society – Building Belief

7 © Cropley Communication 2014 | 7 Impact of change “There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to manage, than to initiate a new order of things. For the initiator has enemies in all those who profit by the old order and only lukewarm defenders in those who would profit from the new.” Niccolo Machiavelli

8 © Cropley Communication 2014 | 8 Reaction Time ShockReaction Acceptance Action Time Reaction Denial Blocking Anger Accepting Seeing possibilities Positive future planing New stability Exploring Current stability Commitment  Cropley Communication

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10 © Cropley Communication 2014 | 10 IndifferenceActive Resistance AcceptancePassive Resistance  Cropley Communication Our stakeholders

11 © Cropley Communication 2014 | 11 Can’t & Will (Coach) Can & Will (Empower) Can’t & Won’tCan & Won’t (Counsel) Willingness to change Ability to change ParticipateDelegate Tell Sell  Cropley Communication

12 © Cropley Communication 2014 | 12 Reputation valley ShockReaction Acceptance Action Time Reaction Denial Blocking Anger Accepting Seeing possibilities Positive future planing New stability Exploring Current stability Commitment  Cropley Communication 2008

13 © Cropley Communication 2014 | 13 What we should do ShockReactionAcceptance ActionCommitment  Cropley Communication

14 © Cropley Communication 2014 | 14 Change fatigue Ivey Business Journal 2006

15 © Cropley Communication 2014 | 15 Time to Change Amount of change Change Fatigue What are we dealing with here?

16 © Cropley Communication 2014 | 16 Focus on the big picture Can a number of changes be communicated as one Is there a logical path – Story? Communicate in simple terms Celebrate milestones and take it off the radar

17 © Cropley Communication 2014 | 17 What does this mean for cultural change? Formal Informal The way we do things Written/unwritte n Measurement Rewards Process Status Language Terminology Logo’s SymbolsSystems StructureRoutines Values Brand  Cropley Communication

18 © Cropley Communication 2014 | 18 Where it fits Source:AA group

19 © Cropley Communication 2014 | 19 Building leadership competence Towers Watson Change and communication ROI study

20 © Cropley Communication 2014 | 20 Towers Watson Change and communication ROI study

21 © Cropley Communication 2014 | 21 Tips from Ipsos Mori Three things tend to deteriorate automatically in situations of change: Employee perception of leadership visibility Employee understanding of organisational objectives Employee perception of being kept informed

22 © Cropley Communication 2014 | 22 How leaders are judged What are you saying? Do you care? Can I trust you? How will you support me? What they do What they say How they say it

23 © Cropley Communication 2014 | 23 Leaders should understand the audience Impact of project on employee High Low Employee interest/concernHigh Low CONCERNED AND RIGHTLY SO! Engage and involve NOT CONCERNED/ BUT SHOULD BE Wake up call! CONCERNED BUT DON’T NEED TO BE Educate and reassure NOT CONCERNED AND NO NEED TO BE Explain Source: Bill Quirke

24 © Cropley Communication 2014 | 24 The new Paradigm Change is constant Trust continues to shift Leader action not words Be where the conversation is Image-Extrovertdiary.blogspot.com

25 IABC Canberra New Paradigms for Change Communication Adrian Cropley, ABC, FRSA President Cropley Communication Melbourne, Victoria, Australia


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