tag:blogger.com,1999:blog-7399436343275382180.post7179879791165973249..comments2023-03-13T08:19:53.444+01:00Comments on Corporate Internal Communications: As Manager Internal Communications, I don’t manage 99% of internal communicationsJan van Veenhttp://www.blogger.com/profile/11856304676483797709noreply@blogger.comBlogger7125tag:blogger.com,1999:blog-7399436343275382180.post-85142373267997034202010-12-16T11:54:43.448+01:002010-12-16T11:54:43.448+01:00Mike, thanks for your second response. I totally a...Mike, thanks for your second response. I totally agree with your tribes statement. To me that is the most important aspect of the social media revolution, and I can see that that is missing in this model. Thanks! <br /><br />Andrew,<br />Thanks for the pointer. I think that another aspect of the social media revolution is that all of a sudden informal communication has become visible, tangible and within the reach of the internal communications function. I think taking ownership of the internal social media might be part of the answer to you last statement, and that brings me back to Mike's statement about tribes. What a great discussion this has become. Thank you!Jan van Veenhttps://www.blogger.com/profile/11856304676483797709noreply@blogger.comtag:blogger.com,1999:blog-7399436343275382180.post-41500120325812466272010-12-15T14:38:12.340+01:002010-12-15T14:38:12.340+01:00Jan, it's very good to see this 99% acknowledg...Jan, it's very good to see this 99% acknowledged. <br /><br />If you're not already familiar with them, you might be interested in some of the writings of Chris Rodgers on reframing communications, in particular this post (http://bit.ly/fRhN6m), where he writes: <br /><br />"The most important communications, then, are not those that line managers have with staff. Nor are they the formal messages that communication specialists craft for managers and others to ‘deliver’. They are the conversations that people have with each other – throughout the organization – as they go about their work and as they interact informally together." <br /><br />As Rodgers suggests, those informal interactions are ways of making sense and building relationships from which significant outcomes - changes - emerge in unpredictable ways. <br /><br />The 99% - in particular the informal conversations in an organisation - may be worth a little more attention and thought than I believe it gets from many internal communications professionals. <br /><br />It's a considerable challenge, however, to think about how it might be most useful to play a deliberate and different part in an ongoing organisational dynamic in which we are all already, inevitably, playing a part!Andrew Millerhttp://insidework.blogspot.com/noreply@blogger.comtag:blogger.com,1999:blog-7399436343275382180.post-71575393540166565332010-12-14T21:40:47.851+01:002010-12-14T21:40:47.851+01:00I guess I overstated things a bit. Main thing tha...I guess I overstated things a bit. Main thing that got me was the reference to "themes that matter to everyone". <br /><br />My contention is that not everyone responds to the same group of themes, but that different employees often gather around common themes. Empowering them to organise and become part of differentiated "tribes" is an extra distinction beyond simply empowering people to communicate.<br /><br />That much being said, the rest of the analysis is spot on!Mike Kleinhttp://intersectionblog.wordpress.comnoreply@blogger.comtag:blogger.com,1999:blog-7399436343275382180.post-24606095374906710222010-12-13T17:13:06.900+01:002010-12-13T17:13:06.900+01:00Mike, thanks very much for you comment, but I'...Mike, thanks very much for you comment, but I'm not sure if I understand what you mean. Of course,I did not mean to advocate that employees are undifferentiated and uncontrollable. I just wanted to make the point that a lot of communication is happening outside of my control.Jan van Veenhttps://www.blogger.com/profile/11856304676483797709noreply@blogger.comtag:blogger.com,1999:blog-7399436343275382180.post-8825408119351157302010-12-12T22:49:51.758+01:002010-12-12T22:49:51.758+01:00I think your six levels are spot on, but treating ...I think your six levels are spot on, but treating your employees as an undifferentiated and uncontrollable mass is a prescription for disaster unless all of your employees are solely focused on one thing.<br /><br />When it comes to the kind of strategic projects my good friend Georg talks about, differentiation, targeting and understanding how the various internal tribes interreact with each other is crucial, and a one size fits all (or, perhaps as you seem to advocate, a "no size fits all") can lead to needless defeat.<br /><br />Mike Klein<br />The Intersection/Commscrum<br />www.commscrum.com<br />CopenhagenMike Kleinhttp://www.commscrum.comnoreply@blogger.comtag:blogger.com,1999:blog-7399436343275382180.post-79490912752579669522010-12-09T13:12:16.044+01:002010-12-09T13:12:16.044+01:00Hi Georg,
Thanks for you comment. I totally agree...Hi Georg,<br /><br />Thanks for you comment. I totally agree with you. In fact, that is indeed the way that we generate our budget for many internal comms. project at Océ.Jan van Veenhttps://www.blogger.com/profile/11856304676483797709noreply@blogger.comtag:blogger.com,1999:blog-7399436343275382180.post-65201487534680312362010-12-09T12:25:22.904+01:002010-12-09T12:25:22.904+01:00Good point!
Another approach to liberate the poten...Good point!<br />Another approach to liberate the potential of internal comms is to help with strategic projects: they need the whole thing: positioning, comms strategy and execution, they are important to the organisation, and, as a result, they've got budget ;-).Georg Kolbhttp://ccc.georgkolb.comnoreply@blogger.com