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Many project leaders or project managers appreciate the critical need for communications during change. In fact, many project leaders believe that "Change management" equals "Effective communications." To complicate matters, many project teams also believe that the primary messages employees want to hear are centered on the project (what is happening and when will it happen), and that employees want to hear these messages from them. This paper examines the concept of senders and receivers, and uncovers how project teams can undermine their own changes by communicating the wrong messages with the wrong people. This paper reveals who employees really want to hear from, and how to make these communications work.
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