Transcript Day 1 Chinese delegation Comm Strategy v1.0 - cpas

Strategic Communication
Planning – Day 1
Lawrie Kirk
Sessional Academic
Australian National Centre for the Public Awareness of
Science (CPAS)
The Australian National University
[email protected]
+61 (0) 417 408 085
© Lawrie Kirk 2015
Outline

Wednesday 21st October
• 9.30 -11.30 am – Overview of how to
take a more strategic approach to
planning communication

Thursday 22nd October
• 9.30 – 11.30 am – Developing a
communication strategy - using an
example from Malaysia as well as one
discussed on 21st
© Lawrie Kirk 2015
Outline cont’d

Monday 26th October
• 9.30 am -11.30 am – Demonstration of
Tactical Workshop approach to selecting
and prioritising communication tactics

Tuesday 27th October
• 9.30 am – 11.30 am – Debrief of the
previous day workshop
© Lawrie Kirk 2015
GOAL FOR THIS SESSION
To illustrate how a strategic
approach to
communication can be
developed with a
supporting tactical plan.
© Lawrie Kirk 2015
Strategy vs. Tactics
More than 2,000 years ago, Sun Tzu—the Art of
War taught:
Strategy without tactics is the slowest
route to victory.
Tactics without strategy is the noise
before defeat.
In other words, planning without action is futile,
action without planning is fatal.
(Source: Retrieved 18 June from www.newtactics.org)
© Lawrie Kirk 2015
© Lawrie Kirk 2015
(Source: Retrieved 19 June 2011 from
http://www.newtactics.org/sites/newtactics.org/files/Understanding_Strategy_Tactics.pdf)
Common problems with implementing a
communication strategy






Lack of strategic direction and advice to operational
staff
Operational people not thinking strategically and
restricted to a “fact sheet” and “newsletter” paradigm
Failure to think of the communication outcomes that
will result from the investment in that tactic(s)
Inability to categorise the outcomes resulting in a long
“shopping list” approach hampering prioritisation
Lack of agreed measures of success; establishing an
agreed vision for what communication success would
be for each stakeholder group
Inability to express the desired relationship that is to
be supported by the communication investment
© Lawrie Kirk 2015
What are some of the key
aspects of a
communication strategy?
Lets list some of them..
© Lawrie Kirk 2015
COMMUNICATION PLANNING
10. Evaluation
and reporting
back to
management
1. Outline
available
resources
9. Implement
the tactics
2. Outline
organisational
structure
TACTICAL
3. Identify
communication
partners
8. Prepare
Comm.
Action plan
for approval
STRATEGIC
4. Define
desired
relationships
7. Determine
tactics
6. Define
success
measures
and outcomes
© Lawrie Kirk 2015
2010
5. Create
key
communication
messages
Case Study presentation –
World Bank Watershed Project,
Rajasthan India



Need for a new communication
framework for major six year project
Utilised MDBC model for basis for
procurement of consultant
Proved that relationship planning is a
valid step in strategic planning
© Lawrie Kirk 2015
Rajasthan..
© Lawrie Kirk 2015
Step 1: Outline available resources
Desired outcome:
Clarify what resources are to be
shared…NOT just $ !
© Lawrie Kirk 2015
Step 2-Outline Organisational
Structure
Desired outcome: Clarification of
reporting structure that exists and
organisational responsibility for
communication activities, recognition
of key staff
© Lawrie Kirk 2015
Step 3 – Identify communication
partners (broad categories no
more than six)
Desired outcome: Establishment of the
broad “target” audiences that you
need to communicate with
© Lawrie Kirk 2015
Communication partners




Keep them broad for future allocation
of responsibilities
Partners based on functionality not
title
Sub-division can occur at a tactical
level
Broad and generic
© Lawrie Kirk 2015
Example: MDBC partners




Basin resource users and managers;
Basin resource regulators or policy
makers;
Basin resource advisers and funders;
and
Broader Australian Community.
© Lawrie Kirk 2015
Example: Rajasthan





Water policy makers
Water User Groups/Associations
Water users and managers
National Community
International Community
© Lawrie Kirk 2015
Step 4 – Define desired
relationships
Desired outcome: clarification of the
relationship with each partner
category forming the basis of future
qualitative evaluation of the success
of this new communication strategy
© Lawrie Kirk 2015
Think of the best communicator
you know of – the person that
when you hear they are speaking
you stop, listen or attend..
What makes you do this…?
© Lawrie Kirk 2015
Relationships ????


A relationship can be defined as a
particular kind of connection existing
between people who are dealing with one
another.
What is the long term outcome you want
with that communication partner?
© Lawrie Kirk 2015
Grunig approach to measuring
relationships

James Grunig (2002) proposes two
types of relationships
• Communal
• Exchange
Source: https://cpasmasters.wikispaces.com/file/view/Qualitative%20Methods%20for%20Assessing%20Relationships.pdf/558671853/Qualita
tive%20Methods%20for%20Assessing%20Relationships.pdf
© Lawrie Kirk 2015
Quality of the relationship
© Lawrie Kirk 2015
Step 5 – Create key
communication messages
Desired outcome: Agreed key
communication messages – not to
exceed 12 – that become the
foundation for all communication
activities
© Lawrie Kirk 2015
Key messages
In developing the key messages consider
the following three questions:
 What does a partner want to know? (their
current needs and perceptions);
 What do you want to get across? (your
objectives); and
 What could go wrong, unless you stress
the correct information? (ensuring clarity).
[THEY SHOULD GET YOU THROUGH A
RADIO INTERVIEW!]
© Lawrie Kirk 2015
Simple messages
© Lawrie Kirk 2015
Simple messages based on a solid
foundation
© Lawrie Kirk 2015
Step 6 – Define success
measures and outcomes
Desired outcome: Agreement on the
key outcomes that will be used in a
communication framework and
performance indicators
© Lawrie Kirk 2015
Communication outcomes

Information exchange

Communication networking

Involvement
© Lawrie Kirk 2015
Step 7 – Determine tactics
Desired outcome: Agreement on the
tactics to deliver the outcomes.
© Lawrie Kirk 2015
Evaluation


What would success look like for
each partner ?
Over a three year plan what
contribution will that strategy or
tactic play in reaching that result?
© Lawrie Kirk 2015
Step 8 – Prepare Communication
Action Plan for approval
Desired outcome: Selection of a
process for development of an action
plan that assigns responsibility,
resources and timeline
© Lawrie Kirk 2015
THE ACTION PLAN MATRIX
INFORMATION
EXCHANGE
COMMUNICATION
NETWORKING
INVOLVEMENT
PARTNER “A”
PARTNER “B”
PARTNER “C”
PARTNER “D”
BUDGET
© Lawrie Kirk 2015
$
$
$
PERFORMANCE
MEASURE
Developing an Action Plan in
less than three hours!
In a group have you ever had
problems with:
 wordsmithers ?
 procrastinators ?
 dominant personalities ?
This technique will help you…
© Lawrie Kirk 2015
© Lawrie Kirk 2010
© Lawrie Kirk 2015
© Lawrie Kirk 2015
Step 9 – Implement the tactics
Desired outcome:
Start implementing the plan! But in a
controlled environment…
© Lawrie Kirk 2015
Step 10: Evaluation and
reporting back to management
Desired outcome:
Implementing the Action Plan with
ongoing evaluation and feedback to
management.
© Lawrie Kirk 2015
Strategic communication planning
provides:
1.
2.
3.
CLARITY
CONFIDENCE
CONTROL
© Lawrie Kirk 2015