What matters in a communication strategy

As this publication featured on the European Centre for Development policy Management states, “communication is an intrinsic part of our humanity.” Because of this, it becomes increasingly hard to communicate effectively, as any communication competes with the ever expanding communication attempts of other businesses, other people, and—in the case of IT—other team members and clients. Communication plans must take into account how power is distributed within a group, who is responsible for specific outcomes, how participation in communication is reinforced, and as the publication explains, how involved stakeholders are in the communication process: The globalised world demands greater stakeholder inclusion at all levels: international, regional, national and local. Engagement of local stakeholders and the use of traditional media and local content have been particularly emphasised in development initiatives. Despite the prevalence of one-way mass communication via technological innovations, Ansu-Kyeremeh (2005) maintains that indigenous communication systems remain at the heart of community social interactions, information, education, development and entertainment. Indigenous communication in Africa, for example, is largely interactive and participatory and closely linked with community activities. This sometimes makes it difficult to reconcile with mass communication (radio and television) and the Internet. Bearing these realities in mind, an organisation may opt for a combination of tools in their strategy for a particular audience. The publication then goes on to explain costs, approaches, and the building of a strategy and plan for communication. In the end, the publication states that there is no one single communication strategy. Communication strategies, much like communication in general, depend on flexibility, customization, and need.

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