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04 Communicating change > Decisions about communication - Pg. 69

Communicating Change 69 Decisions about communication You must think through and decide: · who should be informed (and maybe who should not); · when people should be informed; · what they should be told; · the method(s) of communication that are appropriate; · how often they should be updated on progress or developments; · the feedback mechanisms that need to be in place. Above all you need to be sure that such communication makes it very clear why things are being done, and done in the way they are. Before dealing with these factors in turn, the process may need to address conflict, which may need nipping in the bud. When conflict strikes Realistically we must accept that groups of people do not always work amicably together. Sometimes there is friction. This can be constructive; it can prompt argument ­ discussion ­ and the process of ideas and counter ideas being thrown to and fro can result in useful outcomes, perhaps action and positive changes that would not have occurred otherwise. But situations occur, especially when change is in the offing, where conflict overpowers sensible dialogue and argument. Sometimes negative feelings and emotion take over and the outcome is anything but amicable or constructive as people view a change and try to assess its likely effect on each of them. What causes this? Well, it may be a whole range of things beyond a normal apprehension about change. Perhaps something unreasonable has happened, perhaps people just dislike each other, but equally