Change Initiative: Communicating to Key Stakeholders Know

Change Initiative: Communicating to Key Stakeholders

Know your audience

Just as a teacher conveys a lesson differently to students of varied ranges of abilities and age groups, a communicator of change must tailor the change message to the audience. What are his or her needs? Parents may be attracted to the idea of children gaining additional enrichment experiences that can help their children advance in life and get into college. Teachers might be excited by the possibility of giving additional input in how lessons are taught. The psychology and needs of the stakeholders will impact how the message will be shaped and which aspects will be emphasized.

Use different media

All too often, school districts merely deploy one means of communication when dealing with the public and employees. Merely having a meeting is not enough, as only the most interested and highly invested stakeholders will attend. Nor is sending out a flyer to parents or sending a memo to teachers alone, as these may easily get lost. Online initiatives may be ignored if people do not check the district website with great enough frequency. Instead, all forms of different media must be deployed to reach the widest range of stakeholders possible.

Step 3: Identify the need for change

Most people are naturally change-resistant, even when they stand to benefit from the changes. Change is often a difficult and uncomfortable process. Often there are "concerns that change will require administrators and teachers to question familiar (and comfortable) routines and habits," or that certain groups will be disproportionately harmed and not benefit from the change (McLeod 2011). Additionally, many teachers and administrators are world-weary, and have seen change initiatives come and go, with little impact. There may be an "expectation that the initiative is temporary and it will stay incomplete, meaning the best strategy is to lay low and not contribute to success" (McLeod 2011).

People will not make an investment in change unless they are convinced that the short-term pain is worth the long-term gain and that the change will be lasting rather than transient. First and foremost, the need for change must be communicated, with the areas of critical organizational failure highlighted. Then, the ways in which the change will be enacted can be explained, and the stakeholders will be more receptive to implementing the solutions to potential problems. Nothing irritates stakeholders like 'change for changes' sake, particularly if there are many additional complications in the fostering of the change-related policy.

Step 4: Keep stakeholders updated

Communicating the need for change is not a 'one-shot deal,' particularly if the process is multifaceted in nature. There will be changes in the policy over time and unexpected roadblocks. Stakeholder discontent must be anticipated and answered every step of the way. Consistent communication underlines the lasting nature of the change.

Conclusion: My experience