IABC Canberra New Paradigms for Change Communication Adrian Cropley, ABC, FRSA President Cropley...
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Transcript of IABC Canberra New Paradigms for Change Communication Adrian Cropley, ABC, FRSA President Cropley...
IABC CanberraNew Paradigms for Change Communication
Adrian Cropley, ABC, FRSAPresident
Cropley CommunicationMelbourne, Victoria, Australia
Twitter@acropley
© 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
© Cropley Communication 2014 | 3
The context
Towers Watson 2013- 2014 Change and communication ROI study
© Cropley Communication 2014 | 4
Top three comms activities unchanged, but…
Source: CEC 2012 Resource Allocation Benchmarks
© Cropley Communication 2014 | 5
Globally, less than 1 in 5 believe a leader will tell the truth on a difficult issue
© 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
© 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
© Cropley Communication 2014 | 8
Reaction
Time
Shock Reaction Acceptance Action
Time
Reaction
Denial
Blocking
Anger
Accepting
Seeing
possibilities
Positive future
planing
New stability
Exploring
Current stability
Commitment
Cropley Communication
© Cropley Communication 2014 | 10
IndifferenceActive Resistance
AcceptancePassive Resistance
Cropley Communication
Our stakeholders
© Cropley Communication 2014 | 11
Can’t & Will
(Coach)
Can & Will
(Empower)
Can’t & Won’t Can & Won’t
(Counsel)
Willingness
to change
Ability
to change
Participate Delegate
Tell Sell
Cropley Communication
© Cropley Communication 2014 | 12
Reputation valley
Shock Reaction Acceptance Action
Time
Reaction
Denial
Blocking
Anger
Accepting
Seeing
possibilities
Positive future
planing
New stability
Exploring
Current stability
Commitment Cropley Communication 2008
© Cropley Communication 2014 | 13
What we should do
Shock Reaction Acceptance Action Commitment
Cropley Communication
© Cropley Communication 2014 | 14
Change fatigue
Ivey Business Journal 2006
© Cropley Communication 2014 | 15
Time to Change
Amount
of change
Change Fatigue
What are we dealing with here?
© 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
© Cropley Communication 2014 | 17
What does this mean for cultural change?
Values
Brand
Cropley Communication
© Cropley Communication 2014 | 18
Where it fits
Source:AA group
© Cropley Communication 2014 | 19
Building leadership competence
Towers Watson 2013- 2014 Change and communication ROI study
© Cropley Communication 2014 | 20
Towers Watson 2013- 2014 Change and communication ROI study
© Cropley Communication 2014 | 21
Tips from Ipsos Mori
Three things tend to deteriorate automatically in situationsof change:
• Employee perception of leadership visibility
• Employee understanding of organisational objectives
• Employee perception of being kept informed
© 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
© Cropley Communication 2014 | 23
Leaders should understand the audience
Impact of project on employee
High
Low
Employee interest/concern HighLow
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
© 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
IABC CanberraNew Paradigms for Change Communication
Adrian Cropley, ABC, FRSAPresident
Cropley CommunicationMelbourne, Victoria, Australia
Twitter@acropley