Communication Plan which Promotes Change and Innovation in an Organization

Communication strategies include building bridges between important elements of the analytic context and implementing communication plans for social and behavioral change. A communication plan is a written sketch detailing how society and behavior transformation plan communication in order to achieve a vision adapted to the current situation.

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To create and drive innovation and change in your organization, you need to focus on two strategies: improving the understanding of each employee's innovation and change and showing how companies demonstrate their commitment, and increasing organizational strategies that foster innovation (Burke, 2017). To help employees better understand innovation and change within the organization, the institute has to develop innovational skills that suite its personnel. The skills developed include the ability to come up with solutions to unidentified setbacks, visualization, curiosity and improved abilities to reinvent processes to increase efficiency.

A fine strategy of communication aims at promoting the employees' cultivation towards development and change. For the message to be easily understood, organizations need to be able to understand it from the worker's point of view. For communication about innovation and change to be well structured, organizations need to define the means by which organizational change shall be carried out and the current wave of innovation to be felt in the organization (Lewis, 2019). Organizations need to create comprehensive lists of innovations and changes to avoid exclusion of key points. People involved in organizational management as well as in organizational innovation and change strive to put in writing a speech that clearly points out the message they need employees to comprehend.

To work out organizational problems and meet desires of the users, organizations must clean up startups and bad programs that do not meet the required standards. Projects and procedures that do not contribute any longer should be abandoned to allow fresh dynamic operations to be put in place. The organization must guarantee the predictability of approvals and rewards (Burke, 2017). While rewards for money are regularly associated with promotions, rewarding of individuals or groups that are in charge proves to be one approach that ensures organizational concerns meet the needs of users.

The organization ought to establish an ownership feeling. For that reason, the owner's state of mind creates an efficient incentive for innovation and change. In situations where people are concerned about how their interests are adjusted to the interests of the organization, there is a strong incentive to search for additional miles to make certain that the organization's concerns meet the requirements the population hold. In the absence of employees' awareness of the impact of their personal efforts on organizational effectiveness, they often respond quickly. Organizations need to be aware that each employee affects the activities and performance of their organization, and make it known to the workers that they have a significant role to play as they have an impact on the institution (Petrou et al., 2018). Various organizations possess the ability to reflect and define their tasks to decrease the use of assets.

In conclusion, understandable and explicit communication strategies for innovation and change need to be established and acknowledged to ascertain successful processes of innovation and change are employed. This necessitates a consideration of organizational cultures and its activities. The management ought to be involved to confirm reliable participation inside the organization.

References

Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.

Lewis, L. (2019). Organizational change: Creating change through strategic communication. Wiley-Blackwell.

Petrou, P., Demerouti, E., & Schaufeli, W. B. (2018). Crafting the change: The role of employee job crafting behaviors for successful organizational change. Journal of Management, 44(5), 1766-1792.