The Business of Change, The Art of Communication. PR and communication professionals have a critical role in the change management process. This webinar for the Public Relations Institute of Australia provides key lessons in getting the best outcomes for all partners in the change process.

1. THE BUSINESS OF
CHANGE
THE ART OF
COMMUNICATION
JONATHAN CHAMP
FOUNDER
WWW.MEANINGBUSINESS.COM.AU
@MEANINGBUSINESS
NOVEMBER 2014

2. ISN’T CHANGE THE
BASIC BUSINESS OF
COMMUNICATION?
HEAD HEART HANDS RESULT

3. ISN’T CHANGE THE BASIC
BUSINESS OF COMMUNICATION?
Communication management is about
changing something
Opinions, Relationships, Knowledge,
Actions
HEAD HEART HANDS RESULT
Change management is also about
changing something
Process, system, strategy

4. THINGS THAT ARE TRUE*
Change is hard
People resist change
Opposition is a problem
Everyone needs to understand the change
Kotter’s model is the best way to manage change
*Not actually true
Without the right leadership change will fail

5. IF CHANGE IS CONSTANT OUTSIDE
ORGANISATIONS, WHY NOT INSIDE?

6. ORGANIZATIONS FACE A DEGREE
OF COMPLEXITY GREATER THAN
EVER
Political
Open
Government
Shift
Social
Occupy
Responsibility
Economic
Collaborative
Consumption
The ‘Bitcoin’
Effect
Technological
MORE NEW
STUFF ALL
THE TIME

7. COMPLEXITY IS DISRUPTIVE,
DISRUPTION DRIVES
INNOVATION

8. FOUNDATIONS:
CHANGE IS PERSONAL

9. THE GAP, THE CURVE AND THE DIP
(
Desired
Adapted from Kubler Ross, Prosci, Quirke, Larkin, Conner
Current
Gap
Endings Transitions Beginning
Stages of grief
Uninformed
optimism
Uninformed
pessimism
Hopeful
realism
Informed
pessimism
Change
‘completion’
Responses
to change
must be taken
into account
Change
goals follow
a consistent
sequence of
outcomes
Awareness
Desire Knowledge Ability Reinforcement
Commitment curve
Positive
Perception
Experimentation Adoption Internalisation Institutionalisation
Awareness Understanding Support Involvement Commitment
Comms
Goals will
determine
approach
Performance
dip

10. THE (OTHER) CHANGE
ACCEPTANCE CURVE

12. TYPES OF CHANGE:
EVOLUTION OR
REVOLUTION?
Operational/Organic – incremental
change to current practices
Developmental – moderate change but
within current strategies and
paradigms
Transformational – major change but
within many new strategies which are
unclear when you begin the process
Universal:
• Ending
• Neutral
• Beginning

13. OH MR KOTTER
Establish a sense of urgency
Form a powerful guiding coalition
Create a vision
Communicate the vision
Empower others to act on the vision
Plan for and create short term wins
Consolidate improvements and produce more change
Institutionalise new approaches
If you can’t communicate the vision to someone in five minutes or less
and get a reaction that signifies both understanding and interest,
you are not done.

14. BEYOND KEY
MESSAGES:
CHANGING
BEHAVIOUR

15. THREE CAUSES OF
RESISTANCE
Not knowing Not able Not willing

16. OVERCOMING
RESISTANCE
1. Listening
2. Understanding the nature
and reasons for resistance
3. Facilitation and support
4. Creating understanding
5. Negotiation
6. Confrontation and
consequence
management
7. Transition

17. STORIES FOR CHANGE
Own experience
Colleague
experience
Customer
experience
Competitor and
market experience

18. LINE OF SIGHT – THROUGH DIALOGUE
Operational change– we are going to use this process
Programmatic change – because we want to dominate this market
sector
Strategic change – because our industry is changing.

19. CHANGING ROLES:
LEADERS, CHANGE AGENTS
AND SPECIALISTS
Company
leader
Manager
Team
Member
Change
sponsor
Change
Manager
Comms Skills
Change
owner
SME
Change
agent
Collaborator Collaborator SME

20. BLURRING THE LINES:
Stakeholder
Shifting
Roles
Audience
Network
Community Co-creator

21. INSIDE OUT:
CHANGE FOR
IN-HOUSE AND
AGENCIES

22. PARTNERS IN THE
CHANGE PROCESS
CHANGE
TEAM
AGENCY
COMMS
IN-HOUSE
COMMS

23. MANAGING CHANGES TO THE
COMMUNICATION FUNCTION
Proactive
Persistent
Professional

24. The
Shorter
COMMS
Plan
Outcome (WHAT)
•What needs to happen?
•What result is needed?
•What will success look like?
•For each stakeholder
•What will communication
deliver?
•When?
Context (WHY)
•What do we need to know
before we begin?
•Where are we now?
•What happened?
•Why now?
•Who does this involve?
•What do we need to research?
Messages (WHAT)
•What messages are required
for each audience to create
the required outcome?
•Information
•Attitude
•Action
•Sequence
Methods (HOW)
•What communication
approaches will achieve the
outcome?
•Timing and alignment
•Channels & activities
•Measurement
•Feedback
•Manage the plan
Support (WHO)
•What are the roles and
responsibilities?
•What activities other than
communication are required?
•What is the budget?
•Who is the sponsor and
business owner?
•What resources are required?
The Shorter COMMS Plan version 2.2 by Jonathan Champ, Meaning Business is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
www.meaningbusiness.com.au

25. REMEMBER
• Change is what we do
• The human response to change is predictable
• The organisational approach to change doesn’t
always support the human approach
• As communicators we can create better
outcomes for all parties
• We have to continue to change ourselves

26. AMA*
ASK ME ANYTHING
WWW.MEANINGBUSINESS.COM.AU
@MEANINGBUSINESS