Ask the Expert

Q: Can you suggest any tools and techniques that help build commitment to change over time?

I've recently joined a large project team responsible for conducting a comprehensive overhaul of both business processes and technology tools for a national insurer.

I'm in the midst of developing a communications plan to support the project
and am looking for effective ways of communicating without inundating. While the project is in full swing, the changes themselves won't be implemented for at least another 12 months. Can you offer any advice on tools and techniques that might help deliver engaging communications to build commitment to the change over time?

A: The communication plan clearly needs to be linked to the overall program plan and its key milestones. I assume some stakeholder mapping work has been done – it would be useful to link your communication plan with this. This will help ensure you're aligned with current/desired attitudes and behaviors and understand impacted and unimpacted audiences. You may also uncover some flaws in the mapping work!

I trust there is a vision for the future which will also help to build commitment? Understanding the big picture context is important early on.

Communication and the change curve

Another useful input to your thought process on communication activities and tools may be the change curve. Look at that, and work out where you think different audiences may be at any given time, based on what you know about overall program timescales.

Mapping communication activities onto the change curve can be quite powerful for stakeholders as they see you understand and can anticipate people's reactions.

The types of activities which may be of use include (and not knowing the details of your program this is a bit of a shopping list!):

1. self-discovery tools such as workmats/learning maps, learning cafes, games, workshops, roadshows etc.

2. interactive tools such as online Q&A, open space technology and blogs and;

3. more traditional tools such as town halls, manager "open door" afternoons, teleconferences, briefing process/packs etc.


It's important during change that you devise activities which take into account both intellectual and emotional needs, so one-way broadcasts all the time won't work! It's also important to address up front what role managers and senior managers are going to play as this will influence the extent to which they can support you, how much training/coaching they need and so on.

Perhaps you should start with some research? Make sure you build this in to your ongoing communication plan too, to check where people are at on each stage of the journey.

Get involved and build anticipation

Get involved in program team meetings, the staff forum and so on in the
build up to the changes being implemented. This will help you to understand
exactly what's going to happen and understand the staff perspective.

If you need to build up anticipation, then involve people in creating that if it's appropriate. Things like posters, videos, or your existing communication
channels can help to create excitement.

Helen Coley-Smith, HCS Consulting. Helen is our expert in change communication and is passionate about delivering effective change. She has spent over 15 years communicating major change in organizations such as American Express, Bayer, BP, COLT, Easyjet, Electrolux, Logica, Marsh, Pfizer Warner Lambert, Skanska and Sony.