1. Sandra N. Wynn AET/560 Dr. Christine Nortz May 30, 2016

2. Overview “A change management communication plan that addresses five specific types of information and that is conveyed with strategic attention to fundamental communication principals will create beliefs that support the organizational change” (Torres & Smith, 2o11, p.2. para 4).

3. The Objectives Image: www.mitre.orgwww.mitre.org

4. The Launch  Communicate with employees  Provide them with clear details of the new changes  Use persuasion to obtain everyone’s cooperation  Dispel rumors and misunderstandings Image: www.coopersmithagency.comwww.coopersmithagency.com

5. The Purpose of the Plan Explain its effect on various duties Communicate and keep informed throughout Introduce the need for change Clarify how change impacts employees

6. The Timing and Focus Midstream Change and Milestone Communication Confirming/ Celebrating Success Prechange Approval (A) Rationale for Change (B)

7. Key Principles Message and Media Redundancy Face-to-Face Communication The Immediate Supervisor Opinion Leaders Line Authority Personally Relevant Information

8. Technology - Synchronous Live Meeting Conference Call Audio Conference Computer-assisted conference Video conference IM (Instant messaging) Texting

9. Technology - Asynchronous Mail Fax Email Blogs Images: www.google.com

10. Effectiveness/Impact of Management’s Response to Change Must present specific types of information: Discrepancy Appropriateness Efficiency Principal support Justify that change will be beneficial to personnel Employees must demonstrate: Receptivity to change Motivation to make the plan a success Attention to the change management communication message Participation in the strategic planning process

11. Feedback Torppa, C. B., & Smith, K. L. (2011). Organizational Change Management: A Test of the Effectiveness of a Communication Plan. Communication Research Reports, 28(1), 62-73. doi:10.1080/08824096.2011.541364

12. Addressing Negativity Education and Communication Participation and Involvement Negotiation and Agreement Manipulation and Agreement Facilitation and Support Explicit and Implicit Coercion

13. How the Communication Plan Affects Organizational Change Delivery Revision History Audience

14. References Cawsey, T., Deszca, G., & Ingols, C. (2012). Organizational change: An action-oriented toolkit (2nd ed.). Thousand Oaks, CA: Sage. David, G. (2011). Internal communication - Essential component of crisis communication. Journal Of Media Research,4 (2), 72- 81. Retrieved from the EBSCOhost database. Duggan, T. (n.d.). Effective communication plan. Retrieved from http://smallbusiness.chron.com/effective-communication-plan- 3174.html Linton, I. (n.d.). How to develop a comprehensive communication plan. Retrieved from http://smallbusiness.chron.com/develop- comprehensive-communication-plan-14604.html Torppa, C. B., & Smith, K. L. (2011). Organizational Change Management: A Test of the Effectiveness of a Communication Plan. Communication Research Reports, 28(1), 62-73. doi:10.1080/08824096.2011.541364 Watt, A. (n.d.). Communication planning. Retrieved from https://opentextbc.ca/projectmanagement/chapter/chapter-15- communication-planning-project-management/