Just launched: Enterprise Change Management Platform


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.



13 page facilitator guide
4 engaging training activities
25 slide presentation deck
04:00 min summary video
12 handouts
8 resources in reading guide



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Materials included


Summary Video


Explains concepts in a concise, memorable manner. Includes a bulleted summary at the conclusion and matching job-aid handout PDF.


Facilitation Guide


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.


Reading Guide


Useful for participants wishing to deep dive into the module topic with links to the web's best articles, books and tools. PDF format.


Activity Handouts

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:

Pre-implementationDuring ImplementationPost-implementation

Training Activities


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.



Compatibility Guide

This module will boost engagement levels during the following change methodology stages:

Change Management MethodologyStage / phase
AIM (Accelerated Implementation Methodology)Communication
Kurt Lewin’s Three Stage Change ModelChange: Communicate often
Prosci Enterprise Change Management ModelImplementation: Implement integrated plan
Prosci Change Management LeversCommunications lever
Bridges Leading Transition Model for ChangeLetting Go: Describe change reasons
Beckhard and Harris Change Management ProcessCommunicating and engaging
John Kotter Eight Step Model for ChangeEstablish a sense of urgency
ADKAR Model for Change ManagementAwareness
The Change Leader’s Roadmap modelPhase VII – Implement the Change
Kubler Ross Change Curve ModelDenial
LaMarsh Change Management ModelImplement the Change
People Centered Implementation (PCI) ModelPowerful Engagement Processes
Viral Change Roadmap ModelEngagement
General Electric Change Acceleration Process (CAP)Creating A Shared Need