Sheet1 Change Image Basis of Image Application to Company #1 ✓ Solved

Change Plan Grid: Topic Frequency or Timeline Stakeholders/Audience Purpose Communicator Message Author Delivery Method Measure Definitions.

What is the topic of the communication (a "re" statement)? Frequency: How often will this message go out? Regularly? Will there be updated versions? Once? Audience: Who will get this message? Why? Purpose: What is the goal of the communication—what should it achieve?

Communicator: Who is going to actually have their name/voice on this communication? Message: What is the foundation of the message? (Key points listed.) Author: Who is going to write the communication? (Use the name of the officer/change agent, i.e., the CIO, CFO, CEO or the "CA" (change agent), HR Director, etc.) You don't actually write a person's name. Delivery: How will the message be delivered, and why that method (i.e., e-mail/phone conference/in person, etc.)? Measure: How will you measure or determine if the message successfully conveyed the information?

Paper For Above Instructions

Change is an integral part of organizational growth, and effectively communicating changes is essential to ensure all stakeholders are informed and aligned. In this document, we will develop a change communication plan that addresses the necessary elements as outlined in the instructions. This change plan will focus on how to effectively communicate changes regarding the image application in a company setting.

Change Topic

The focus of this communication is the change in the image application being used within the company. The intention is to transition from the current application to a new image application that will enhance operational efficiencies and user experience. This communication is crucial because it impacts the daily operations of team members and affects various stakeholders.

Frequency of Communication

Communication regarding the change will be conducted regularly to ensure that all stakeholders are kept up to date. Initially, communication will occur weekly for the first month post-announcement, which will include updates on implementation progress and any additional training that may be required. Following this phase, updates will transition to a monthly basis unless urgent information needs to be shared.

Audience

The primary audience for this communication will be internal stakeholders, including employees who will directly interact with the new image application, department heads, and IT personnel responsible for overseeing the transition. External stakeholders, such as clients who may be indirectly impacted by the application change, will also receive relevant updates to maintain transparency and trust.

Purpose of Communication

The purpose of this communication is to adequately inform stakeholders about the transition to a new image application, address any concerns, outline the benefits, and provide a timeline for the transition. The goal is to achieve a smooth transition with minimal disruptions to workflow and to ensure that all users are prepared and equipped to utilize the new system effectively.

Communicator

The communicator in this situation will be the Chief Information Officer (CIO), who will ensure that the message regarding the image application change is communicated effectively across the organization. The CIO will also write the communication, collaborating with the heads of relevant departments to gather insights and feedback.

Message Foundation

The key points to be communicated include:

  • Rationale for the change: Discuss why the new image application is being implemented and the expected improvements, such as increased efficiency or better user experience.

  • Timeline for the implementation: Share any critical deadlines, including when training sessions will occur and when the change will officially take effect.

  • Support available: Identify resources available for users, such as training manuals and IT support contacts for troubleshooting.

  • Feedback mechanism: Provide information on how users can voice their concerns or provide feedback during the transition period.

Delivery Method

The communication will be delivered via multiple methods to ensure maximum reach and engagement. Initially, an email announcement will be sent out to all employees, supplemented by a company-wide meeting to present the change in detail and answer any questions. After the initial communication, additional updates will be shared through a dedicated channel on the company intranet, where employees can access updates at their convenience.

Measurement of Success

Success will be measured through several methods:

1. Feedback Surveys: Circulate surveys post-communication to gauge understanding and areas of confusion regarding the application change.

2. Training Attendance: Track attendance and engagement during training sessions as a measure of employee readiness for the new system.

3. Performance Indicators: Monitor the use of the new application post-implementation and its impact on the team's productivity to determine if the transition has been successful.

In conclusion, an effective change communication plan is critical for the successful implementation of transitions within organizations. Keeping stakeholders informed, providing clear guidelines, and being available for support will help mitigate concerns and facilitate acceptance of the new image application.

References

  • Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.

  • Argyris, C., & Schön, D. A. (1978). Organizational Learning: A Theory of Action Perspective. Addison-Wesley.

  • Hiatt, J. M. (2006). ADKAR: A Model for Change in Business, Government, and Our Community. Prosci Research.

  • Kotter, J. P. (2012). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 85(1).

  • Pettigrew, A. M. (1987). Contextualist Research Philosophy and the Real World. Methodological Issues in Strategic Management.

  • Burke, W. W. (2017). Organization Change: Theory and Practice. Sage Publications.

  • Anderson, D., & Anderson, L. A. (2010). Beyond Change Management: How to Achieve Lasting Transformation in Business. Jossey-Bass.

  • Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. Doubleday.

  • Bridges, W. (2009). Managing Transition: Making the Most of Change. Da Capo Press.

  • Prosci. (2018). Change Management Best Practices: Prosci’s Experience with Successful Change Initiatives.