CHANGE MANAGEMENT
Communication
The implementation of change to improve organisational effectiveness is a global challenge that crosses geographical boundaries as well as industry and business sectors.
The challenges, issues and risks can be formidable and costly if mistakes are made, stakes can be high. With good planning and project management, issues and risks can be mitigated and managed.
Good communication is a vital ingredient to the success of any change program. At Chaucer we place great emphasis on communication. Clear and meaningful communication between people, covers a range of methods of communication from making direct, unequivocal statements incapable of misinterpretation, through to the subtleties of persuasion and influence.
Communication must be both internal and external. It must be upwards (superiors, top management, stakeholders), downwards (subordinates, suppliers, services), to third parties (professional advisers, outsourced service providers) and colleagues. It can be non-verbal, telephone, written, via a town-hall session or through a presentation.
In many instances communication has to be to regulatory bodies or as part of a statutory process, it may be required for media or shareholder or customer relations purposes. It may be for commitment purposes or perhaps to influence. It maybe the cornerstone of a behavioural change process or an integral component for a cultural integration.
Communication is a key element in the success of any change process or change project / program.
