• Understanding the core principles of the “change curve”
• Assessing the emotional responses evoked by different types of organisational change such as governance, disruptive, continuous and cultural change
• Segmenting your workforce and developing tailored change communication strategies
• Applying the change-curve theory to complex, real-life environments

• Reducing resistance by engaging your workforce and building commitment from the outset
• Understanding and empathising with resistors to determine how best to overcome barriers
• Determining the role of the communication practitioner during change
• Assessing the effectiveness of different tools to drive change and influence behaviour

Russell Grossman, Director of Communications,
Department for Business, Enterprise and Regulatory Reform (BERR)

• Identifying where best to use communication to mitigate risks
• Integrating communications into your people programme to help create cultural change
• Using multiple tactics to challenge the rumour mill, generate excitement and build employee trust over time

 
Tom Everett, T5live Communication Consultant, BAA Heathrow

• Comparing different engagement strategies for senior leaders based on time, cost and effectiveness
• Motivating senior leaders who have not been involved in change decisions
• Managing resistance from senior leaders
• Distinguishing between the macro and micro vision of change to help senior leaders understand employee motivations
• Creating forums to encourage feedback and incorporate ideas

 
Fiona Rogers, Head of Internal Engagement & Change,
COI Strategic Consultancy

• How managers perceive their role in change programmes
• Predicting attitudes to different types of change
• Evaluating the effectiveness of different strategies to get managers on board
• Understanding the unique position of managers in any change programme
• Assessing tools and support required to build confidence in messages

 
Larry Shoop, Strategic Communications Manager, Intel

• Assessing the change benefits of storytelling
• Sharing personal experiences to improve trust and honesty
• Defining the objectives of the storytellers
• Creating a “story map” and determining the core components of your strategic story
• Examining the potential of viral models for storytelling
• Using media such as online blogs, video diaries and podcasts to share stories

 
Susan Jackson, Head of Internal Communications, Parcelforce

• The importance of using a visual medium to communicate complex change
• Examining how learning maps can be used to convey change
• Identifying when to use learning maps as part of an engagement strategy
• How can you ensure a learning map will work?
• Evaluating learning maps against alternative internal communication strategies

Bernhard Bachmann, Managing Partner, Change Champions