1. DEYARN D. GASERY AET/560 FEBRUARY 21, 2017 RANDY HOWELL
Communication Plan
DEYARN D. GASERY
AET/560
FEBRUARY 21, 2017
RANDY HOWELL
Figure 1. (2016)

2. Communication plans are established for four chief motives:
To permeate the necessity for change all through the business.
To allow personal to comprehend the influence change will produce.
To communicate any organizational and occupational changes that will effect the way job duties are preformed.
To keep individuals up-to-date about developments during the change process. (Cawsey, Deszca, & Ingols, 2012).

3. How to launch a communication plan.
Preapproval phase
How to launch a communication plan.
Explain the problem or situation.
Offer a clear, compelling rational for the change.
Convey a solid and reliable sense of determination and eagerness.
Increase awareness for the need for change through relative information.( Example Actual points of reference.)
Communicate the image for change and simplify the exact phases of the design.
Encourage staff that they will be treated justly and with admiration (Cawsey, Deszca, & Ingols, 2012).
Figure 2. (2017).

4. Creating a Need for Change Phase
How a communication plan helps produce organizational change.
The plan offers detailed duties required by high-ranking managers.
The plan Outlines the relationship with reporting between employer and employee.
The plan explains detailed awareness and skill-building required for staff to adjust to change.
The plan proactively addresses opposition and main areas of concerns for workers.
The plan assist in formulating the change, supervising the change, and supporting the change.
The Plan helps focus on the workers who are effected and the team who developed the change (Prosci, 2014).
Figure 3. (2016)

5. Midstream Change Phase
How to generate feedback for continuous improvement
During the implementation of the Midstream process widespread communication of change process is essential to Employer-Employee relationship(Cawsey, Deszca, & Ingols, 2012).
Administration should acquire feedback related to employee acceptance and attitude (Cawsey, Deszca, & Ingols, 2012).
“Is the media capable of soliciting feedback in order to effectively gauge paths of resistance or message interpretation?”(wikoff,p.3, 2017).
feedback from all components is essential. Attaining input from administrators, associates, Employees and consumers can nurture an structural principle change that’s manufactured on service (Your Service, 2017.)
Figure 4. (2017)

6. Midstream Change Phase (continued)
The technology needed to accomplish the plan.
Normally organizational changes demands updates to company’s technology structures (Archer, 2017).
Movement to update technology and computers often requires realigning departments and personal to new positions. (Archer, 2017).
Updating technology, software, and computer systems may also require staff training to meet the changes. (Archer, 2017).
Changing websites, electronic bulletins, online questionnaires, and blogs to foster awareness and opinions are important communication strategies (Cawsey, Deszca, & Ingols, 2012).
Figure 5. (2017)

7. Midstream Change Phase (continued)
How to address negative responses or communications about the change.
Leaders need to communicate clearly, appropriate, and straight messages about the meaning of the change (Cawsey, Deszca, & Ingols, 2012).
Speak slowly and ask for clarification if the message is not clear or understood (Film on Demand, 2015).
Avoid jargon or technical terms, paraphrase for mutual understanding of the conversation (Film on Demand, 2015).
Choose the proper mode of communication carefully, the message should be simple and direct (Film on Demand, 2015).
Promote company cross-cultural training to foster networking and learning about other cultures in the organization (Film on Demand, 2015).
Be patient no, one communicates at the same rate of speed or ease; as of people from different cultures or the same cultures (Film on Demand, 2015).
Avoid mistakes in written messages; review, reflect, and revise all communication before sending (Film on Demand, 2015).

8. Confirming the change Phase
How to test its effectiveness and the impact of management's response to the organizational change.
Celebrate recognition of any achievement by developing plans to inform staff of the accomplishments (Cawsey, Deszca, & Ingols, 2012).
Create an “after-Action Review Plan”
what were the intended results?
What were the actual results?
Why did the actual result happen?
What can be done better, next time? (Cawsey, Deszca, & Ingols p.327, 2012).
6.ww.chicadospuntocero.com/2013/04/eliminar-enlaces-entrantes-no-deseados.html (2015)

9. CONCLUSTION
Communication is the driving force in everything we do, whether verbal or nonverbal. We communicate in many different ways at home, at school, and on the job. However, communication in an organization is very important and therefore, should be effective. Effective communication is important within an organization because it is what keeps the business flowing. Communication within the organization is the process that runs the day-to-day dynamics.
Figure 7. (2017)

10. References archer, C. (2017). Technology's Impact on Organizational Changes. Small Business. Retrieved From: organizational-changes html Cawsey, T. Deszca, G. & Ingols, C. (2012). Organizational change: An action-oriente toolkit. 2nd Edition. SAGE Publications Inc. Retrieved from: Films On Demand.( 2015 February, 10). Barriers to Communication and How to Overcome Them. Films Media Group, Web. [Video file] Retrieved from: aylists.aspx?wID=18566&xtid= Prosci. (2014). Communications: with and without change management. Retrieved from: without.htm Wikoff, D. (2017). How to communicate effectively within the change process. Retrieved from: change-process Your Service. (2017). Feedback drives organizational culture change. Retrieved from: toolset/feedback-is-the-breakfast-of-champions