Developing a business case for an internal communication strategy

By Robin E Pullen

‘'The greatest problem in communication is the illusion that it has been accomplished.' (George Bernard Shaw)

 

What is the benefit of an internal communication strategy?

• Develop consistent interactions within the organisation that convey (shared) meaning.

• Empower people to make decisions in-line since they have the tools and knowledge to make the right decisions.

• Encourages a sense of identification with the goals, mission and procedures of the organization which can result in a sense of “making a difference”. This can have a direct impact on motivation, effort and efficacy.

• It has the potential to alleviate day-to-day conflict. Most conflict is generated from conflicting ideas on what is important to the organisation, and often an indicator that people do not share a common vision or understanding.

 

What do we mean when we refer to communication?

The main aspects of communication are message content, communication channel, and feedback mechanisms as well as information and knowledge sharing.

 

What form of communication do you rely on?

As an organisation what do we rely on for our people to receive important messages?

Radio stations, television stations, newspapers, newsletters, web sites. On stationery, like fax cover sheets, press releases, memos, envelopes, writing paper, folders, address labels, business cards, invitations, cards (courtesy, festive season, year end, and any occasion)? On Presentation materials, like on overhead transparencies, handouts, files; Promotional gear, like cloths, scarves, caps, t-shirts, badges, bags, ties, curtains, table cloths, cushion cases, mugs, flags. On media you produce like brochures, pamphlets, all reports, booklets, posters, banners, web sites, e-mails. Perhaps if you have computers; on screen savers or mouse pads. On buildings at the entrance, on doors, notice boards.

Publications of different kinds, web sites, billboards, graffiti, banners, Telephones, for things like: direct calling , mobile phone technology like SMS messages, Promotional events like, fun days, national and international focus days that relate to your work, learning events, like conferences, workshops , debate forums, exhibitions, door-to-door organising.

 

Perhaps you have written or prepared a message in the last three months to: advocate, agitate, educate, entertain, evoke certain emotions, debate, inform, lobby, mobilise, persuade, plan, promote particular action, strategise, raise awareness, train or win an argument?

 

Perhaps it was for: an application, badges, banners, conditions of service, e-mail messages, fax messages, graffiti, letters, lists, memos, minutes, notices, opinion pieces, pamphlets, posters , presentations, press statements, responses, stickers, summaries web site information, appraisals, arguments, articles, booklets, case studies, evaluations, newsletters, planning documents, policy, reports of different kinds, reviews, speeches, stories, strategy documents or training materials?

 

Why do we start with an evaluation?

Monitoring and Evaluation (M&E) provides insight into how well a process or planned set of activities have been implemented. They can provide a comprehensive review of whether the communication function is achieving short term result and long term goals. Through M&E you can review progress, identify problems in planning and/or implementation and make adjustments so that you are more likely to reach your goals.

 

M&E enables us to check the “bottom line” of the process as it progresses. The best way to determine if we are adding value is to have an accurate “baseline” to work from.

 

The baseline analysis, starting with the communication landscape audit, will help identify obvious problems and their causes and suggest possible solutions. It will raise questions about our initial assumptions and strategy and provide us with information and insight increasing the likelihood that we will make a positive and accurate difference to the communication environment.

What will we be looking for?

Indicators are measurable or tangible signs that something has been done or that something has been achieved. They can measure of the tangible, the intangible and the unanticipated. An indicator gives an idea of the magnitude and direction of change over time.

Can we answer the question of who needs to know what and why?

 

What is good information?

Quantitative measurement tells you “how much or how many”. How many people attended a workshop, how many people passed their final examinations, how much a publication cost, how many people were infected with HIV, how far people have to walk to get water or firewood, and so on. Quantitative measurement can be expressed in absolute numbers (3 241 women in the sample are infected) or as a percentage (50% of households in the area have television aerials). It can also be expressed as a ratio (one doctor for every 30 000 people). One way or another, you get quantitative (number) information by counting or measuring.

 

Qualitative measurement tells you how people feel about a situation or about how things are done or how people behave. So, for example, although you might discover that 50% of the teachers in a school are unhappy about the assessment criteria used, this is still qualitative information, not quantitative information. You get qualitative information by asking, observing, interpreting.

 

Some people find quantitative information comforting – it seems solid and reliable and “objective”. They find qualitative information unconvincing and “subjective”. It is a mistake to say that“ quantitative information speaks for itself”. It requires just as much interpretation in order to make it meaningful as does qualitative information. 

 

How will we collect information?

We will use a number of traditional data collection methods such as mapping, seasonal calendars, problem ranking, well-being ranking, photo-novella, praticiplans, corporate memory, individual interviews, key informant interviews, focus group interviews, visual observation and analysis of secondary data.

 

Usually we can use the reports, minutes, data sheets, attendance registers and statements that are part of your work anyway as a source of monitoring and evaluation information. However, sometimes we need to use special tools that are simple but useful to add to the basic information collected in the natural course of your work. Some of the more common ones are: case studies, recorded observation, work based diaries, recording and analysis of important incidents (called “critical incident analysis”), structured questionnaires, one-on-one interviews, focus groups, sample surveys, systematic review of relevant official statistics.

 

Why do we need information?

Learning is, or should be, the main reason why a project or organisation monitors its work or does an evaluation. By learning what works and what does not, what you are doing right and what you are doing wrong, you, as project or organisation management, are empowered to act in an informed and constructive way. This is part of a cycle of action reflection.

 

Being in a constant mode of action-reflection-action also helps to make you less complacent.

 

Sometimes, when projects or organisations feel that they “have got it right”; they settle back and do things the same way, without questioning whether they are still getting it right. They forget that situations change, that the needs of project beneficiaries may change, and that strategies need to be reconsidered and revised.

 

Why do we communicate to our people?

The primary goal of an internal communication strategy is to facilitate a coherent shared

 

organizational culture. If we want to use our organisational culture as a strategic advantage we need to create the culture through the use of very strategic, coordinated communication strategies. We will need to learn to use multiple strategies simultaneously. Our training must support the (Co.) cultural goals, as must our written communication. Leadership and management must learn to communicate consistently with common messages in a number of forums. And most importantly management behaviour must become consistent with messages echoed across channels and media.

 

How does this influence you?

We have often found that where a vision, mission and principle or values statement has been developed and sent out to every corner of the organisation, it is often relied on as sufficient communication without considering that the behaviour of management, and the decisions that are made in the organisation are the “real communication tools”. The result is that “formal” communication processes say one thing, while the decision making and actions send out a conflicting message. This is how we (as management) often become our own worst enemy.

The Journey Partner process

The success of the Journey Partner process will include a couple of key activities.

 

Set up working groups (a Communication Reference Group)

 

The success of participatory process is a Leadership who is open, sensitive and responsive and who are willing to institutionalize the partnership at appropriate levels. The population will need to be open to collaboration with the company, share risks and be creative.

 

• The aim of the (reference) group is to analyze and compare data, draw inferences and identify priority areas for intervention. The existence of the working groups should contribute to greater clarity and strengthening of participation of the population. It should give them greater planning responsibility and help establish good working relationship between management and the employee population.

• Conflicts and disagreements may arise in the process, which are not in themselves a negative factor, but have to be properly resolved and managed at every stage of decision making.

• When setting up and working in such groups, some important principles and dynamics of working in partnership are important to have in mind. Trust is the most important when a partnership crosses many boundaries - interpersonal, inter-institutional, cross cultural - at the same time. 
  

 

Participatory action planning

Participatory planning is a process by which a community works actively to fulfil a goal by consciously defining its problems and planning a course of action to resolve those problems. No one likes to participate in something which is not of his/her own creation. Plans prepared by outside experts, irrespective of their technical soundness, cannot inspire the people to participate in their implementation.

 

The term ‘action planning’ describes the process of our engagement that guides the day-to-day activities of the project.

 

How could you be involved?

• As a representative of management in role and a leader by example, consider the message your behaviour and action communicates to your colleagues.

• Show support through participation in information sessions and surveys.

• Volunteer to participate in the Communications Reference Group (the inside track).

• Allocating time and resources to ensure the success of the project so that you can enjoy the

        benefits for yourself.

 

Robin E Pullen is the executive director of Pumalo Africa. They focus on partnering with organisations in the journey of organisational behaviour management and communication practices. For more on their advisory and service delivery you can visit www.pumalo.com.