Communications (Check and Correct)
Introduction
All organisational communications need to be checked and authorised by appropriate authority, eg senior management
Components
- Feedback (the change needs to be continually reviewed: monitored and evaluated, from start to finish; based on findings from feedback, modify, refine, etc the change project as required.)
- Behavioural change (to ensure that the deliverables are implemented with minimal resistance.)
- Measuring effectively (gathering relevant, appropriate, suitable data for analysis; asking the right questions to appropriate stakeholders so that understand their thinking behind their answers by requiring more than ‘yes/no’ responses.
- For reporting measurements, use the dashboard approach: 1 or 2 pages of graphs and key statistics plus relevant quotes, with a focus on outcomes, not outputs; include recommendations.
- NB The impact on credibility and reputation of communications (internal and external) quality and effectiveness is very significant.
- Impact on credibility and reputation (internally and external) are important
Use 3As (ask, analyse & act) framework
(involves a continuous cycle of improvement)
Ask
(ask for feedback around ‘know/feel/do’ concepts)
Analyse
(look at data to determine if the performance has met the objectives; using the following questions:
- Did you meet your outcome benchmarks/metrics?
- What worked well?
- Where are the areas for improvement that need to be addressed?
- What might need to be modified/discarded, etc?
NB Look at both the positives and negatives; sometimes a few respondents can raise very important points that need consideration.
Act
(after analysis, develop insights and a plan to take action; use the following questions:
- What will you keep doing because it is working well?
- What do you need to change to address what is not working?)
Choosing the right measurement tactics
(this depends upon the audience you are trying to reach and what you are trying to measure)
- Choose between a generalised or personalised approach, depending upon the priority: higher priority, more personalised
- Measurement should cover:
- awareness (checking stakeholders’ knowledge)
- understanding (knowing the reasons for the change and what it means to them)
- engagement (checking sentiment and willingness to support the change by taking action)
Range of tactics to be used
| Less personalised ⟶ More personalised | ||
|---|---|---|
| Awareness | Understanding | Engagement |
|
|
|
(main source: Mel Loy, 2024)
- Measurement can be:
- quantitative (focus on numbers, data, facts, figures, outputs, etc; helps us understand whether or not action was taken; identify timeframes, number of people involved, etc)
- qualitative (focus on insights, outcomes, etc; provides the ‘why’; be aware that the framing of questions can influence the response; try to use open-ended questions that require an explanation)
Some examples of questions for stakeholders
| Phase | Questions for stakeholders |
|---|---|
| Awareness | Have you heard about…………..? |
| How did you hear about…………? | |
| Understanding | Explain what the strategy/change means to your role/team/organisation? |
| Why is………. Important for the organisation? | |
| What has helped you most to understand this change/strategy/concept? | |
| Engagement | Did you/they take action on………………………..? |
| Which stakeholder groups took action/which didn’t, and why? | |
| What were the effective enablers for action? | |
| What were the challenges/roadblocks/obstacles? | |
| How did you feel about………………? |
(main source: Mel Loy, 2024)