Audrey Tucker AET560 October 13, 2014 Professor Charity Jennings

Management Buy-in Creating Need for Change Midstream Change Phase Milestone Communication Communication Strategies Launch Strategies Evaluation Techniques Wrap up Plan Conclusion

Pre-change approval – Target individuals that influence and/or authority to approve needed change – Outline reason for change that related to organization’s goals, plans, and priorities Current issues Internal and external analysis Future growth points – Address approach to minimize misinformation and rumors that could potentially lead to instability or ambiguity

 Creating need for change through informative sessions with all parties directly and indirectly impacted  Communication from Tichy’s organizational system theory:  Technical – communication of relevant and timely information on the current status of the college through valuable data and feedback on current programs and processes  Cultural – communicates changes in a subtle form and directly to the organization’s culture, i.e. faculty and staff and a shared understanding of mission, strategy, and goal of the college  Political – communicating changes that recognize the interest of various departments within the organization and how to highlight the common goal that will influence and motivate stakeholders

Midstream change phase will inform faculty and staff of timelines of the changes underway Management conducts feedback sessions to gauge the changes and behaviors of the faculty and staff Communicate changes to new reporting structure and systems – Group breakout – Face-to-face session

Milestone communication to various audience by providing a timeline of what has been accomplished and the way forward – Level 1 – All levels of management are informed of feedback and progress of changes and implementation of system – Level 2 - Faculty and staff receive communication of training sessions, any changes in reporting structure, and pilot testing of new learning system – Level 2 – Current students receive communication of new programs and learning systems being tested to expand and enhance their learning experience – Level 3 – Community receive communication of new programs that will be offered by the college; demonstration of new learning system for future students Conduct online surveys to sample awareness and opinions

Plan Timeline

Communication strategies must be accomplished through all facets of the organization – Line authority communication is effective in where employees are receiving and believing the message from top management – Immediate supervisor is key to relating the message – Opinion leaders will be identified and utilized; members of focus groups will be also serve in this role – Working groups that include student advocates for change

– Face-to-face communication – Multiple messages through various forms of media will increase chances of people obtaining and retaining the message Website, electronic bulletin boards, , Social media, blogs Online surveys Newsletters – Employee themselves pick up and retain relevant information that resonates with them personally

Education Internal Messaging/Marketing Expanded working groups with Student representation Staff and student inculcation Starts at the top

Incentives – Bonuses / Time off awards – Employee Recognition – Performance based bonus – Employee Suggestion Program – Appraisals

Implementation Focus Groups – Cross functional team – Responsible for assessing bench marks, monthly status reports Formative and summative evaluation process – Control measure – Track data Feedback and Surveys Performance appraisals – Transfer Training method – Appraisals

Confirming change After Action Reviews – Collect Data – Identify Deficiencies – Sustain Positives – Improve Performance

Effective communication plan – reduce uncertainty, lessen ambivalence, and resistance to change – Increase involvement and commitment of employees – Important role of creating a sense of fairness, trust, and confidence in leadership – Promote success of cultural and behavioral, but also celebration of change

Giberson, T. R., Tracey, M. W., & Harris, M. T. (2006). Confirmative Evaluation of Training Outcomes: Using Self-Report Measures to Track Change at the Individual and Organizational Level. Performance Improvement Quarterly, 19(4), doi: /j tb00384.x. Gist, M. E., Bavetta, A. G., & Stevens, C. (1990). TRANSFER TRAINING METHOD: ITS INFLUENCE ON SKILL GENERALIZATION, SKILL REPETITION, AND PERFORMANCE LEVEL. Personnel Psychology, 43(3), Harris, D. (n.d.). Northwest Valley Community College - Kelsey Campus. About us. Retrieved from Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.). Retrieved from The University of Phoenix eBook Collection. University of Phoenix. (2014). Virtual organization: Northwest Valley Community College. Retrieved from University of Phoenix, AET560 website. Vasile, D. (2009). Communicational approach in the organizational change management. Annals Of The University Of Oradea, Economic Science Series, 18(4),