1. Michelle Jones AET/560 April 4, 2016
Communication Plan
Michelle Jones
AET/560
April 4, 2016

2. Introduction United States Postal Service Woodbury Branch, TN
Review and Modify management structures and business process

3. Need For Communication Plan
Did not promote from within
New branch manager with only 2 years of experience
Disgruntle staff reached out to regional manager with no response.
New practices instituted by new manager not received well
New manager is not open for discussing ideas

4. Communication Plan Layout
Launch communication plan
Technology needed
Test effectiveness and impact of response
Generating feedback for continuous improvement
Address negative responses
Affect of organizational change

5. Launching the Communication Plan

6. Phases of Communication Plan
Prechange approval
Creating the need for change
Midstream change and milestone communication
Confirming/celebrating the change success

7. Phase 1 Preapproval phase
Get approval of the change from directors, upper management and regional leaders at Woodbury Postal Services
Introduce the change proposal in smaller change steps
Link the change to Woodbury’s goals, plans, and priorities.
Cawsey 2012, p. 320

8. Phase 2 Developing the need for change
Explain the issues
Provide rationale and reassurance for the change
Clarify change steps
Communicate data
Articulate vision for the change
Explain how jobs will be affected by change
Training made available
Cawsey 2012, p. 320

9. Phase 3 Midstream Change
Extensive communication on content of the change
Sustain interest and enthusiasm
Communicate clear, timely and candid messages about the change
Reduce the number of rumors
Increase the involvement and commitment of employees
Cawsey 2012, p. 321

10. Phase 4 Confirming Change
Communicate and celebrate success
Discuss change experience
Identify unfinished task
Prepare for the next change
Cawsey 2012, p. 321

11. Technology Needed Computers Email Webinars E-Manuals
Video Conferencing
Online Surveys
Intranet
Blogs

12. Effectiveness Assessment of the change process
Identify strengths and weaknesses
Employee tracking
Assessment from trainings
Enforcing new protocols and procedures

13. Generate feedback for continuous improvement
Face-to-Face communication
Questionnaires
Observations
Peer feedback
Encourage participating
Get management involved

14. Addressing Negative Responses
Change agents will communicate clear, timely, and candid messages
Face-to-face communications with those in authority
Communicate common goal to achieve
Create communication channels
Cawsey 2012, p. 321

15. Organizational Change United States Postal Service Woodbury ted States Branch, TN
Instill a need for change throughout the organization
Ensure that employees and the new manager understand the impact the change will have on everyone
Identify through training any structural and job changes influencing how things are done
Inform employees about the progress along the way
Cawsey 2012, p. 319

16. Reference
Cawsey, T. F. (2012). Organizational change: An action-oriented toolkit. Thousand Oaks, CA: SAGE Publications.