Role of communication

The development of a strategy can be a case for change, a new service, or a further development of an
existing service and can involve major changes or relatively minor changes. But with any change, certain
elements need to be in place. Even small changes can make a difference to the quality of care.
When we are communicating strategy, we are communicating change. The key for communicating
strategy is to be able to align the extent and scope of the change and the approaches of implementation
with the values and principles outlined in the
related policy document.
Hunter has observed that, regardless of the precise nature of a policy or strategy, and the support that
exists for it, if the means to implement it are either non-existant or inadequate in terms of capacity or
capability, or both, then it will count for little (Hunter 2007:20). However, some organisations
communicate their strategy really well. They manage to communicate what they want to achieve and
how they will go about it. They get people motivated and remove the blocks that
have prevented the strategy from working in the past; blocks that may be embedded within the culture of
the organisation. They get people behind the strategy, adding to it and making it work in their part of the
business.
There are key elements and activities that are known to affect the resources required for managing
successful change efforts:
motivating change: creating readiness for change and overcoming resistance
creating a vision: mission, valued outcomes and conditions, midpoint goals
developing political support: assessing change agent power, identifying key stakeholders, influencing
stakeholders
managing the transition: activity planning, commitment planning management structures
sustaining momentum: providing resources, building support system for change agents, developing new
competencies and skills, reinforcing new behaviours


Communication
Category
Example of Communication Medium
Intrapersonal Internal communication (e.g. what we think, when we listen to an inner voice)
Interpersonal One to one, small group, emails, telephone calls and other activities that allow
personal listening and response
Organisational Lectures, seminars, debates, meetings, memos, intranets, newsletter,
workshops, displays
Community Local radio, talks, seminars, debates, local newspapers, bill boards, bus tickets,
health fairs
Public/Media Newspapers, television, radio, internet, CD-ROMs, mobile phones

Develop a plan
For your employees, understanding why you are doing a project, vision, big picture and goals, are more
important than the what and how.
What will be communicated? Each time you speak to your employees you will want to be sure you
cover what has happened up until that point, what you will be doing next and tie those pieces back to the
big picture. Be sure to share both good news and setbacks. No one thinks this will implementation will go
off without any hitches, so be transparent when talking about what has happened.
To whom? You will want to give all stakeholders a summary of your progress. No need to go into all of
the small details with them, but be sure they are kept in the loop. Your implementation team needs to be
aware of all of the details though. The more information that you communicate to them, the better as they
may be able to assist you with any issues that come up along the way.
When? You will want to set up monthly or quarterly meetings to discuss your progress. Also be sure that
when you hit certain milestones, that you note them and celebrate them with the team.
By whom? The communications lead will provide the progress during the monthly or quarterly meetings
as well as during all milestones. Be sure that you also have an executive sponsor who will present during
the milestone meetings and provide comment on why this milestones are important.
By in by osmosis All the way throughout the process, this consistency and transparency of
communication helps support buy in from the team.
Types of Tasks Handled by Implementation Teams:
a. Implementing new processes or implementing new systems
b. Integrating new technology into work procedures
c. Transfering technical know-how
d. Implementing organisational change Total Quality Management principles, cultural change, etc
However, implementation teams dont always have it easy. At times they are unable to adapt to cultural differences or
create flexibility in what they are trying to accomplish. If the implementation effort involves direct customer interface, then
there can be unforeseen challenges and problems. At times they face resistance and opposition from the local employees
in various locations that they visit.
Fundamental Reasons for Ineffective Delivery by Implementation Teams:
Team Repport: Unlike office work teams, implementation teams created for a specific task and deputed by an
organisation to other locations dont have the luxury of time in order to get to know their team members well.
They have to start on the job almost instantly. Work has to take precedence over conflicts or personality
clashes. Inability to find a way to establish a working equation can lead to poor cohesion and poor team
performance.

Role Clarity: Implementation teams are usually jointly responsible for the job execution and have to find ways
to distribute the implementation effort among the team members. Role clarity takes on greater significance
since each person has to take on a definite task and complete it so that the team as a whole can accomplish
the implementation effort.

Time Management: Implementation teams have to work at an efficient pace and ensure that they complete the
work within a given timeframe so that they can move on to the next location or return to their regular jobs.

Poor Planning and Scheduling of Activities: Implementation teams that are not well trained for the job can
create lots of problems, especially when implementing complex changes. Implementing too rapidly, not
spending enough time training the user, not providing adequate documentation and the worst of all, improper
integration into the business. (See Example 1)
Presentation skills: Implementation teams have the unenviable task of bringing about change or introducing
new concepts. Though the saying goes that new ideas are always met with resistance, the key lies in properly
explaining the idea for the other side to see reason. Implementation teams need training in presenting new
methods, selling concepts and convincing others.

Inflexible attitude: Flexibility and adaptability have to be intrinsic in implementation teams. They are likely to
run into a brick wall if they are unable to adapt their work to the local conditions especially in international
markets. Integrating software tools and campaigns globally is an area where problems can crop up for
implementation teams. Exposure to customization and an orientation towards adaptability become critical.
(See Example 2)
Inadequate Guidelines on Dealing with Cross Cultural Issues: Teams operating in a cross cultural context
can find it tough. They can potentially fail when they are not provided with proper guidelines for the
implementation effort, especially when faced with local opposition. Its the we do things differently syndrome.
This is a common refrain and this kind of rigid thinking makes transfer of learning very difficult.
Implementation teams have to learn to deal with resistance and try to diffuse the misgivings of the local
employees.

Implementation teams do come across many hurdles and certainly need the constant support and involvement
of higher management in the company to successfully accomplish their task. They need access to a decision
making line within the organisation that functions much like an oversight committee to oversee smooth
implementation. Communication channels have to be open and the decision making line has to be alive and
ticking to monitor the progress of the implementation team, make resources available to them and help in
swiftly resolving any problems or conflicts that come up along the way.