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Communication Plan: Sherri G. Jenkins AET560 January 30, 2017 Dr. Christine Nortz
Communication Plan: Sherri G. Jenkins AET560 January 30, 2017 Dr. Christine Nortz
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
– Online Surveys
– Change Blogs
– Emails
– Video Conferencing