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Poor communication during a time of organizational change can turn a difficult situation into a crisis.  In spite of this age of high technology, few organizations have channels of communication that are adequate to the demands of change.   People say, "But you never told me !" and you begin to realise how ineffective thousands of emails, memos, websites can be...  Maybe a team meeting or a two-minute face-to-face conversation would have been better...  This sort of training will let you learn when one style is better than another...

The Purpose

In an organization where change is constant, the need for effective communication is critical but often the job of announcing and following up on life-changing announcements is left to brief, impersonal memos,  to electronic mail or to rarely consulted intranets.  The challenge of creating truly effective communication even between only two people is complex in and of itself.   When you add a multiplying factor of however many people are involved throughout the organization, and heat up the environment with the pressure and stress of non-stop change, its is not going to get any easier.

This in-house program specifically tailored to the needs of the organization will teach several fundamental approaches to communication that will help managers and internal communications staff rise to the communications challenge that comes with significant change.  Participants will end the training program by developing a communications plan which can start to be put into effect the day after the workshop.

The Content

1. The 10 Key Points Of Effective Communication.
2. The Three Critical Principles Of Effective Communication That Should Be Understood By All Leaders.
3. Roles And Responsibilities of Team Leaders, Managers, Management Teams and The Corporate Center (based on Quirke's book "Communicating Corporate Change").
4. The Communications Check-List.
5. Preparing the Action Plan.

The Delivery Format

This program can be given in-house in English or in French.  The best format is to interview individually a group of Internal Communicators or Change Agents who need to come up with a concrete communications plan before a major organizational change is to be announced, to do one full-day session to develop the communications plan and then to follow up with another full-day session with the group about a month into the change. 

Who are we ?

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http://www.pfdf.org/leaderbooks/L2L/spring2000/bridges.html : Leading Transition a new model for organizational change.  William Bridges talks to Susan Mitchell.