1. Jovan Petkovic AET 560 Joseph Walters June 4, 2015
Communication Plan
Jovan Petkovic
AET 560
Joseph Walters
June 4, 2015

2. Developing a Communication Plan
How to launch the communication plan
The technology needed to accomplish the plan
How to test its effectiveness and the impact of management's response to the organizational change
How to generate feedback for continuous improvement
How to address negative responses or communications about the change
How the plan can affect organizational change

3. Who wants a communication plan?
CEO
Who wants a communication plan? The Chief executive officer, president, or owner of a company wants a communication plan. The main reason why a communication plan is wanted is to make a change and be able to communicate the desired change to everyone else involved.

4. Why is an effective communication plan important?
Rumors
Misinformation
Mobilize support
Sustain enthusiasm
Commitment
Communication plans are important to eliminate or at least, minimize rumors and misinformation. The main focus of an effective communication plan is to mobilize all stakeholders with the communication plan, sustain the enthusiasm and keep the commitment of all involved in the desired change. (Cawsey, Deszca, & Ingols, 2012, p. 319)

5. How to launch the communication plan?
Vision Statement
What is the overall objective?
When must it be accomplished?
Why do we need a communication plan?
Let everyone know
Enable people to understand
Instructions
Progress
Who brings the vision statement? The vision statement is generated by the CEO/President/Owner of the company, or the person that sees the change to be needed. (Cawsey, Deszca, & Ingols, 2012, p. 318)
Communication plans are developed to “(1) to infuse the need for change throughout the organization; (2) to enable individuals to understand the impact that the change will have on them; (3) to communicate any structural and job changes that will influence how things are done; and (4) to keep people informed about progress along the way.” (Cawsey, Deszca, & Ingols, 2012, p. 319)

6. The first step in the communication plan
Senior management
Awareness
Support
Goal
Management
Awareness
Support
This step would also be phase 1 out of 4, the Preapproval Phase. At this phase, the focus is on selling the communication plan to top management. (Cawsey, Deszca, & Ingols, 2012, p. 320) The first step in any communication plan is that senior management must be part of the process. Senior management plays a crucial and very important role in the entire process. They need to be aware of what is at stake and why and consequently must support the entire process. (Cawsey, Deszca, & Ingols, 2012, p. 301)

7. Phases? Phase 1 Phase 2 Phase 3 Phase 4 Preapproval Phase
Developing the need for change phase
Phase 3
Midstream change phase
Phase 4
Confirming the change phase
(Cawsey, Deszca, & Ingols, 2012, p. 320)

8. Key Principles Message and media Face-to-face Line Authority
Immediate Supervisor
Opinion Leaders
Terms that resonate
As Cawsey, Deszca, & Ingols stated (2012) “Klein suggest six principles in communication for change” (pg.322).
The first one is key for any message to be retained. The more they hear it, the more the stakeholders will remember it. Face-to-face carries the biggest punch and biggest cost. (Cawsey, Deszca, & Ingols, 2012, p. 322)
Line authority is referenced to the CEO. If it comes from the CEO then everyone gets the message. The immediate supervisor is of course a key component as trust is already established between the employee and the supervisor. (Cawsey, Deszca, & Ingols, 2012, p. 322)
Opinion leaders are people that are influential and employees follow their lead. They can be a critical component in persuading someone and finally, employees retain more information if it strikes them personally. The information must carry a boom that the employees can directly relate too. (Cawsey, Deszca, & Ingols, 2012, p. 322)

9. Influence Strategies Education and communication
Participation and involvement
Facilitation and support
Negotiation and agreement
Manipulation and co-potation
Explicit and implicit coercion
1st, education is the process where we demonstrate to our stakeholders why the change is important, what we need from them.
2nd, getting people involved will provide for additional ideas that may not been seen otherwise and help drive the change process. If people are involved, they are more opt to participate and accept the change.
3rd, at this step, we provide support and guidance so fear and anxiety can be addressed and overcome.
4th, in some instances, groups may be involved that will need an “incentive” to participate…”what’s in it for me”. This leads to compliance instead for genuine support.
5th, No one wants to admit, but it is happening, we are manipulating people in doing things. But when they realize that it is being done, the trust level will suffer and resistance will rise.
6th, Power….the authority in a position telling people what needs to be done…barking out orders.
(Cawsey, Deszca, & Ingols, 2012, p. 323)

10. References
Cawsey, T. F., Deszca, G., & Ingols, C. (2012). Organizational Change An Action- Oriented Toolkit (2nd ed.). [Adobe Reader]. Retrieved from /context/co/view/activityDetails/activity/18834aa4-f95c deb- 3dd107c1869a/expanded/False/tab/