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Communication Strategy Development. Questioning our needs and assumptions. Overview. Four blocks of communication questions relating to four essential actions , i.e.: Think Prepare Do Improve. Four communication question blocks. Four communication question blocks. These questions are:

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communication strategy development

CommunicationStrategyDevelopment

Questioning our needs and assumptions

overview
Overview
  • Four blocks of communication questions relating to four essential actions, i.e.:
    • Think
    • Prepare
    • Do
    • Improve
four communication question blocks1
Four communication question blocks

These questions are:

  • Indicative
  • Interactive
  • Iterative
  • Integrative
  • Anything starting with I and ending with ive?
slide5

THINK!

Photo credits: Gutter

think node
THINK: Node
  • The node is YOU / your organisation
  • What is your vision?
  • What is your mission?
  • What are you doing? Why?
  • What kind of institution are you / What is your scale?
    • Organisation? Programme? Network? Project? Event?
think network
THINK: Network
  • The network represents the institutions around you
  • Who are your target audiences?
    • Primary / secondary?
  • Who should know about your work?
  • Who do you need to engage with to address your issues / objectives?
  • Who are you trying to affect / influence?
think networking
THINK: Networking
  • The networking vision is your overall plan re: your audiences
  • How can communication activities help you achieve your objective?
  • Do you want to push information, pull information, share-learn-engage?
  • What should your audiences do with your work?
think networking 2
THINK: Networking (2)
  • The networking vision is your overall plan re: your audiences
  • What are you trying to achieve with each audience?
  • What would be your communication goals?
think not working
THINK: Not-working
  • Sometimes you need communication to get rid of constraints. What is not working for you?
  • What communication-related challenges are you facing?
  • What is the main issue you are dealing with, where communication can help?
work on think
Work on ‘THINK’
  • Fill out the ‘THINK’ part of the matrix:
    • For each question use a card
    • See if you can organise the cards and link them together
    • Fill out the matrix (see next slide)
    • Check your work with neighbouring tables?
  • Note down your content questions
  • Note down your process issues
slide14

PREPARE!

Photo credits: Fotoos van Robin

prepare messaging
PREPARE: Messaging
  • Messaging is making music to reach the soul of your audience
  • What is the key message you have to convey to each audience?
  • What is the value you have to offer?
  • What is the barrier you have to overcome?
  • What are you asking from them?
  • What is your vision?
prepare moulding
PREPARE: Moulding
  • Moulding is about adapting/refining to the preferences of your audience
  • What channel should you use to reach each audience?
  • What products / services / outputs do you plan to produce?
  • What is the difference between activities, channels and outputs?
prepare massaging
PREPARE: Massaging
  • Massaging is integrating your communication with your other work and ensuring it’s adding sense
  • Why do you want a separate communication strategy (document)?
  • What is the form (structure) of your strategy?
  • What do you need to ensure the strategy reinforces, rather than hinders your approach?
work on prepare
Work on ‘PREPARE’
  • Fill out the ‘PREPARE’ part of the matrix:
    • For each question use a card
    • See if you can organise the cards and link them together
    • Fill out the matrix (see next slide)
    • Check your work with neighbouring tables?
  • Note down your content questions
  • Note down your process issues
slide21

(just) DO (it)!

Photo credits: Mark E. Dyer

do risks
DO: Risks
  • Long preparation, short war! Risk assessment is sound management
  • What risks are you bearing?
  • What threats are you facing?
  • How likely / influential are they?
  • What are key element of quality that you need to keep in mind to make your communications credible?
do resources
DO: Resources
  • Your resources determine the realism/robustness of your plans
  • What budget do you have (how much)? How much do you need?
  • What capacity (skills + time) do you have to carry out your activities?
  • What can you do yourself and what needs (external) support?
do resources1
DO: Resources
  • Your resources determine the realism/robustness of your plans
  • What budget do you have (how much)? How much do you need?
  • What capacity (skills + time) do you have to carry out your activities?
  • What can you do yourself and what needs (external) support?
do roles and responsibilities
DO: Roles and responsibilities
  • The key to a solid implementation: who does what (clearly)?
  • Who (internally) needs to be involved in the communication strategy development?
  • Who will carry out what activity?
do realignment
DO: Realignment
  • Integration again! Make sure your comms efforts tie in with the rest
  • What is your implementation plan?
    • What activities?
    • What outputs / outcomes?
    • What milestones?
  • What processes (workflow) should you design to support development of outputs/ products?
work on do
Work on ‘DO’
  • Fill out the ‘DO’ part of the matrix:
    • For each question use a card
    • See if you can organise the cards and link them together
    • Fill out the matrix (see next slide)
    • Check your work with neighbouring tables?
  • Note down your content questions
  • Note down your process issues
slide30

IMPROVE!

Photo credits: Steve Sawyer

learn improve capacities
LEARN & IMPROVE: Capacities
  • Activities depend on people. Think and care about them: empower
  • What could have been improved?
  • Where did you lack skills / capacities?
  • What capacity development activities can you plan?
learn improve support allies
LEARN & IMPROVE: Support & allies
  • Out there, someone or something can help you: be curious!
  • Who (ind/org/netw) can you involve to work on your plans?
  • What events and movements can you use to piggyback on?
  • What resources are available to implement your plans?
learn improve monitoring adaptive planning
LEARN & IMPROVE: Monitoring & adaptive planning
  • The best plan is just not good enough! What matters is to monitor and improve over time
  • What would you consider measures / statements of success?
  • How are you planning (methods) to monitor your expected success?
  • How will your monitoring link back to improved planning?
learn improve integration
LEARN & IMPROVE: Integration
  • And again: unite and rise!
  • How to integrate your communication activities in day-to-day practices?
  • What activities do you need to cut out (or sub-contract) because they drive you away from your core ‘business’?
work on learn improve
Work on ‘LEARN & IMPROVE’
  • Fill out the ‘LEARN & IMPROVE’ part of the matrix:
    • For each question use a card
    • See if you can organise the cards and link them together
    • Fill out the matrix (see next slide)
    • Check your work with neighbouring tables?
  • Note down your content questions
  • Note down your process issues
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