PM is een adviesbureau gespecialiseerd in crisisbeheersing, risicocommunicatie en begeleiding bij complexe veranderingen.
Door het organiseren van oefeningen en opleidingen op maat brengt ons team kennis en advies ook naar de praktijk.
Als gedreven team ondersteunen we onze klanten met 24/7 permanentie crisisadvies
Ons boek Geen Commentaar! Communicatie in turbulente tijden is verkrijgbaar in de betere boekhandel.
As communication professionals, we’re always keen on transferring the right message to the right audience. We do strongly believe that a clear and balanced message can be in a figurative sense the fuel that makes the engine spurs.
Recent research indicates that many transformation efforts fail when it comes to communication. Explaining a new world to which a company or organisation will evolve in the near or distant future is not an easy job to fulfil. The problem, obviously, is that our decision-making cultures have scarcely prepared us for these inconceivable worlds.
To make sure every level is responding to a message on a personal level and adapting new insights that will launch a new change project, we need more than just communication, we also need emotion. In the late 19th century William James, a pioneering American psychologist and philosopher, believed that emotions are largely due to the experience of bodily changes. If someone is ‘touched’ by an idea or a message, he’s willing to listen and to act according to this message and the personal emotions it brings on. Consequently, communication in a transforming process demands empathy, honesty and involvement. The difficult part in this process is the repetition of more or less the same message; which means you have to keep the communication going over time. “The communication has to be recharged, again and again,” say John Kotter and Dan Cohen in their book The Heart of Change.
In this essay the author is searching for the answer on the question “How can we recharge the communication in a change process over and over again?”