The Language of Change (part 3)

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Language of Change

Post 3 of 4 in a series of articles on the subject of leading large-scale change in organisations (part 3).

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 third) – continues examining how leaders can frame their change language to best effect.

In The 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:

  1. Get your audience’s urgent attention
  2. Stimulate desire for a new future
  3. Then and only then… appeal to the intellect

In The Language of Change part 2, I offered practical tips on how to get your change audience’s urgent attention.  In this part 3, I offer advice on how to stimulate desire for the new future (the change idea).  Again, this will be in bullet-point form.

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