This past week I have been involved in change communications both as sender and receiver.
As part of a government reference group I'm helping with a report on an environmental issue likely to attract community interest. On the other hand a government agency is proving advice on a significant shift in its tourism strategy to the organisation I'm currently with.
Quite similar communications principles emerged even though both unfolding situations are very different:
• You can never give people too much information when your issue affects their interests. People hunger for information if they have a personal stake in the outcome.
• Never assume people know what you know, until they prove otherwise. Your knowledge achieves true value when you share it.
• Just when you grow tired of giving out information, people are just beginning to understand or recognize your issue. Consistent communications is the hallmark in good change programs.
• It is better to progressively give out information as it comes to hand rather than save everything for a grand announcement. When change is imminent people speculate in the absence of communication . Rumours start and people fill in the gaps with their own theories. And besides, grand announcements often fail to live up to their expectations. They either diappoint or draw ciriticism if people feel they have not been adequately consulted.
Communicators already know these sentiments, but it was interesting to see them driven home and affirmed in quite different situations over the space of a few days.
No comments:
Post a Comment