Choosing Communication Channels
What are the best avenues for our change messages?
This module shows how using a variety of communication channels can dramatically boost the comprehension and retention of messages during an organizational change initiative. It gives creative examples of different channels of communication and shows how the use of these can be planned using a communication matrix, ensuring each important message is conveyed using multiple channels and opportunities for feedback are provided along with each message.
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13 page facilitator guide
4 engaging training activities
25 slide presentation deck
04:00 min summary video
8 resources in reading guide
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DURATION: 04:00 MINS
Explains concepts in a concise, memorable manner. Includes a bulleted summary at the conclusion and matching job-aid handout PDF.
Comprehensive yet easy-to-follow instructions for facilitating workshops with the above training activities. Includes useful tips and sample answers to questions. No expertise in the topic area is required.
Presentation Slide Deck
For use during workshops in both PDF & editable PPT formats. Slide numbers for each activity are referenced in the Facilitation Guide.
RESOURCES LISTED: 8
Useful for participants wishing to deep dive into the module topic with links to the web's best articles, books and tools. PDF format.
Everything you need to facilitate successful training activities.
- Commitment to change postcards
- Communication channels matrix
- Communications Channels word search SOLUTION
- Communications Channels word search
- Crafting your message (3 messages per page)
- Job-aid summary
- Nuance cards for nuances of communication activity
- Senario cards for nuances of communication activity
- Terminology flash cards
- Glenvale scenario – communications channels
- Stakeholder Comms Grid – Glenvale Scenario
Tools & Templates
Used during training activities. These can also be used for change implementation.
- Communication channels matrix
- Key message planning
This module will activate your organization to:
- encourage those involved with organizational change to communicate using a wide variety of channels in order to best engage with message recipients of various communication styles
- promote creativity and dynamism in the approach taken to change communications by using new media
- create awareness of the limitations of communicate using PowerPoint ‘title and bullets’ style slides
- encourage ‘out-of-the-box’ thinking among managers about how they approach communicating about change with their team members
- create a communication matrix in order to plan how key messages will be delivered, reinforced and verified using a variety of communication channels to ensure engagement
- prompt project managers (and process-oriented individuals) to consider that densely written documents, reports or emails are not necessarily the best way to impart information and ensure comprehension of critical messages
- remind senior leaders and sponsors of the inadequacy of a single speech to promote lasting change behaviors
This module will empower your teams and individuals to:
- understand that the use of different channels can assist with the comprehension and retention of information and messages regarding change initiatives
- be able to identify a variety of communication channels that can be used
- awareness of the benefits of creating a communication matrix to plan messages and the channels that will be used to ensure that those messages are understood, retained and responded to
- be aware of common mistakes that are made whilst communicating during change initiatives
This module is ideal for use at this stage of change implementation:
Summary Video & Discussion
TARGET AUDIENCE: All learners SUGGESTED TIMING: 15 - 30 minutes
The module subject-matter is introduced using a short animated video. The knowledge-check and personal reflections questions are then used to explore learners’ understanding and experience before moving on to other connected activities.
Facilitators can make use of a range of techniques such as brainstorming or debates to explore the knowledge check questions..
Use examples of learners’ experiences in the supplementary activity which follows.
Creating a Change Communication Matrix
TARGET AUDIENCE: All learners SUGGESTED TIMING: 45 - 60 minutes
This activity involves learners creating a change communication matrix for a stakeholder group. This builds on the previous activities of stakeholder analysis and a Stakeholder Communications Grid. Learners should use these grids to identify the topics they will need to communicate on, break this down into messages appropriate to the stakeholder and identify the communication and feedback channels they would use to deliver this.
This activity will provide the basis for the supplementary activity 1: Crafting Your Message, so it is important to ensure that learners choose a selection of different communication channels, including social media, email, presentations, etc., as appropriate, in order to give the greatest possible scope to the next activity.
Crafting Your Message
TARGET AUDIENCE: Learners new to change SUGGESTED TIMING: 30 - 45 minutes
This activity gives learners the chance to write their own messages suitable for different communication channels. The activity builds on the communication matrix created in the previous activity. Learners should produce the messages which are to be sent via the various channels they identified.
The Nuances of Communication Channels
TARGET AUDIENCE: Executives, experienced change agents, sponsors SUGGESTED TIMING: 30 - 45 minutes
In this activity, experienced change leaders, executives and managers explore the nuances of different types of messages and the appropriate communication channels for them. Learners will randomly select a scenario from one pile of cards and a nuance from a second pile. They then need to create an appropriate message (with content and communication channel), which takes into account both the subject matter and the nuance.
Learners should work alone for this activity, which should end with each learner presenting their message to the other groups and receiving feedback from their fellow learners.
This module will boost engagement levels during the following change methodology stages:
|Change Management Methodology||Stage / phase|
|AIM (Accelerated Implementation Methodology)||Communication|
|Kurt Lewin’s Three Stage Change Model||Change: Communicate often|
|Prosci Enterprise Change Management Model||Implementation: Implement integrated plan|
|Prosci Change Management Levers||Communications lever|
|Bridges Leading Transition Model for Change||Letting Go: Describe change reasons|
|Beckhard and Harris Change Management Process||Communicating and engaging|
|John Kotter Eight Step Model for Change||Establish a sense of urgency|
|ADKAR Model for Change Management||Awareness|
|The Change Leader’s Roadmap model||Phase VII – Implement the Change|
|Kubler Ross Change Curve Model||Denial|
|LaMarsh Change Management Model||Implement the Change|
|People Centered Implementation (PCI) Model||Powerful Engagement Processes|
|Viral Change Roadmap Model||Engagement|
|General Electric Change Acceleration Process (CAP)||Creating A Shared Need|