Sherri G.

Jenkins
AET560
January 30, 2017
Dr. Christine Nortz

Communication Plan
 Preparations For Communicating the Plan
Goal: To increase FYS retention rates from 37% to 50% or higher
(University of Phoenix, 2016).
Objective: To create an effective communication plan to help a
change agent deliver the proposed organizational change
implementation strategy using the framework of the training
program designed by Learning Team B.
All aspects are examined using the tenets detailed in the coursework from
AET/560
 The Launch
Rumors: The change agent must control the rumor mill by ensuring
that all relevant employees are included in the entire process; when
feasible.
Misinformation and rumors are one of the leading causes of unnecessary
worry and exaggerated impact of employees affected by the change
(Cawsey, Deszca, & Ingols, 2012).
The change agent is responsible for controlling this aspect by employing the tactics
identified in the source material.
Ensure that all levels of employees receive the same message to avoid confusion and
continued misinformation and interpretation.
 Timing of the Communication
Four Phases
Preapproval Phase involves selling the plan to top management
Convincing senior management the learning program is necessary is the goal of this phase.

Developing the Need for Change Phase explains the need for change, provides the rationale, reassures
employees, and clarifies the steps in the change process.

Midstream Change Phase communication of progress and to solicit feedback and a pulse check on
attitudes and to clear up and in some instances challenge misconceptions and most importantly, to define
new organizational roles, structures, and systems (Cawsey, Deszca, & Ingols, 2012, p. 319).

Confirming the Change Phase Communication plans to inform employees of the success, to celebrate
the change, and to prepare the organization for the next change.
 The Message
Controlling the message is important to a successful launch once the
buy-in from senior leadership is secured.
The messaging must be clear as to why the training program is necessary and
how it will benefit the students and the faculty collectively.
The urgency and some enthusiasm in delivering the message must be present or the efforts
will be lost and some push back may occur.
Faculty members must feel included and valued during the process of the launch otherwise
it may negatively impact the rollout.
 Technology
Methods to disseminate plan
Websites

Electronic Bulletin Boards

Online Surveys

Change Blogs

Emails

Video Conferencing

Face-to-Face Communication - #1 (The best medium for communication)

 Effectiveness and Impact
Testing the effectiveness and the impact of managements response to the
organizational change can be gleaned from feedback.
Getting the lynchpins or opinionated folks involved in the communication
process is an effective way to get others on board.
Redundancy when disseminating the message is necessary for retention thus the more that
the change agent reiterates the message the greater the chances for a warming up to the
proposed changes.
Management influences employee acceptance of proposed changes.
Managers should reiterate the need for the proposed changes directly to their
employees because it is easier to receive.
 Generating Feedback and Continuous Improvement
Involving employees directly into the change process and getting their
input as to what is working well and what may need to be tweaked is a
surefire way to secure continuous improvement buy-in.
Creating an environment where employees feel valued leads to
acceptance and a commitment to work towards desired behaviors.
This has to be the focus of the change agent in all activities. The agent must
seek feedback from those who the change will directly affect.
 Mitigating Resistance
Employees need to feel valued and included in all changes
The change agent must work to secure cooperation by selling the
need for change consistently and enthusiastically.
Mutual engagement is a must to create a shared diagnose and an
after-action review of the process with the employees will help
minimize any push back.
If nothing else, it is proven that when employees voices are heard, they tend
to align with the goals and visions of the organization.
 Producing Organizational Change
A communication plan can produce organizational change if
the plan follows a deliberate path that involves the employees.
Resistance is generally mitigated when everyone impacted by the
change is fully aware of how the perspective changes will influence
them.
Choosing the most effective way to disseminate change information ensures
that everyone is aware of the need for change and has access to the
information
 Conclusions
A well-crafted communication plan is a powerful tool when
accompanied by a well-designed training program. The quality
of the program will help sell the need to implement the program
and if The University of Phoenix utilizes the strategies detailed
in this presentation and include their employees in the process
to include the continuous improvement component, their goal
of increasing their FYS retention rate to 50% is achievable.
 References
Cawsey, T., Deszca, G., & Ingols, C. (2012). Organizational change: An action-oriented toolkit. (2nd ed.).

Thousand Oaks, CA: Sage Publication, Inc.