The Language of Change (part 2)
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Post 3 of 4 in a series of articles on the subject of leading large-scale change in organisations (part 2).
The first post looked at the power and dangers of metaphors in leading change and suggested replacing the “burning platform” with the idea of a “High Noon moment”. The second post discussed the dangers of underestimating how long it takes people to change and what you can do about it. This post – which is appearing in four parts (this is the second) – continues examining how leaders can frame their change language to best effect.
In the previous post (Language of Change part 1) we looked at the confirmation bias, critiqued the usual approach to change communication and introduced a new three-step process:
- Get your audience’s urgent attention
- Stimulate desire for a new future
- Then and only then… appeal to the intellect
This post zeroes in on step #1 and offers practical tips in bullet-point format on how to get your change audience’s urgent attention.
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