IC Kollectif has launched a unique addition to the internal communication canon. The ebook, Disrupting the Function of IC, A Global Perspective featuring contributions from 30 global internal communication leaders.
What is impressive is the degree to which editor Lise Michaud has facilitated diversity in the conversation about practice. This is truly a global communication guide. With voluntary contributors from every region, the guide has captured the differences in the current state of how practitioners need to respond to their organisations.
Diversity brings difference, and a particularly exciting aspect of the project is the range of different opinions. There are few places (outside Twitter) where there is such representation of views and practices that span all the IC practitioner tribes; IABC, Global Alliance, CIPR amongst others.
There are divergent views on how to approach the ongoing symbiosis between IC and technology, on engagement, on the most important skills and the biggest challenges. Communication and communications.
Some of the common themes include:
- Change is constant, so skills and experiences in responding to changing environments continues to be essential for the communicators.
- Technology has been and will continue to be a factor for communication practice.
- The need for the profession to hold the line in terms of ethical practice, dialogue and creating accountability.
- Liam Fitzpatrick’s key takeaway stands out for me as the common sense that is far from common – stop looking for ‘the next big thing’ and focus on the outcomes.
I feel privileged to be in the same company as the other contributors and applaud all the authors for bringing current and new thinking to one place.
Let the conversations begin!
The 222 page ebook can be downloaded from IC Kollectif (free subscription required for download).
Why change is complex…
Writing in Accelerate/XLR8 (2014), Kotter recognised complexity and the shifts in organisational structure and networks, and the need for agile methods of mobilising people within the organisation.
In practice, change at the project level has three qualities that can complicate the effective management and delivery of benefits or the desired outcomes.
Concurrent – there are seldom single projects underway in an organisation. Depending on the degree of internal organisation and prioritisation, these initiatives may or may not be coordinated.
Continuous – while individual projects come to an end (and ideally deliver their targeted benefits), there are typically a sequence of projects being rolled
out. There is no fixed future state, only a series of iterations. The idea of ‘versions’ of the future state is a powerful metaphor for this: change version X.X.
Compound – change impacts from one initiative have flow-on implications for other initiatives. When delivered top-down, the aggregate compound impact of change can be miscalculated. This can be an overestimation of the ability to absorb change at an individual level, or it can be a failure to calculate capacity for the impacts of accumulated incremental change.
In the most effective organisations there is coordination of impacts across the range of concurrent projects. There is strategic value in effective governance that provides alignment of the intention of transformation with the operational reality of the ‘current state’ organisation.
This is an excerpt from my chapter Kotter in context: is the classic change model damaging your mid-size change? in A Communicator’s Guide to Successful Change Management, edited by Craig Pearce, a free resource packed with user-friendly and functional insights and advice on how communication contributes to effective change management.
This post first appeared on LinkedIn Pulse.