PRINCE2 7 Foundation · Study lesson 10
Make conversations useful
Plan communication around understanding and action.
9 minute study lesson · People · Original learning material
What you will understand
- Match stakeholder engagement to needs, influence and impact.
- Distinguish broadcasting information from two-way communication.
- Select proportionate channels, timing, ownership and feedback.
The idea
A message being sent is a fact about the sender’s activity. It is not evidence that the recipient understood, agreed or could act. Communication management starts with a purpose: which person needs what understanding, decision or opportunity to respond? Engagement goes further by involving people appropriately in the work and decisions that affect them, rather than treating them only as an audience.
Identify stakeholders and learn about their interests, influence, likely impact and information needs. That understanding helps decide whom to consult, involve, inform or bring into a decision. These are practical choices, not permanent labels defining a person’s worth. Reassess them as the design becomes clearer or the effects of the change become more immediate for a previously distant group.
A communication management approach describes how communication will be organised: who needs information, what they need, when and through which channels, with responsibility for preparing and providing it. Include routes for questions and feedback. A board may need a concise forecast and decision options; delivery staff may need detailed interfaces; affected users may need an explanation of what changes in their daily work.
Choose the channel for the purpose and audience. A complex disagreement may need conversation and a clear written decision afterwards. Routine status can often be shared asynchronously. Consider accessibility, language, shift patterns and access to devices. Sending a dense document to a group that cannot open it during its work is technically a transmission but practically a poor communication arrangement.
Listen for evidence of understanding. Ask recipients to explain the implication for their work, invite questions and observe whether the expected action is possible. Feedback can reveal an unclear message, a missing resource or a substantive disagreement. Do not interpret every question as resistance. It may be the first sign that somebody has noticed an assumption the project needs to test.
Engagement is maintained throughout the project. Close the loop by explaining what happened to feedback, including why a suggestion could not be adopted. Record decisions where needed and keep approved information current. Repeated announcements cannot compensate for inconsistent actions by leaders or conflicting instructions from different suppliers. Trust grows when the communication and the project’s behaviour support each other.
Give communication a purpose
| Audience need | Useful communication |
|---|---|
| A board decision | Concise options, impacts and a clear recommendation. |
| A user testing a workflow | A demonstration and a chance to give feedback. |
| A delivery-team dependency | A timely two-way conversation and agreed next action. |
| A sensitive concern | A channel where the person can speak safely. |
An original fictional example
A night shelter changes its referral process
A shelter emails a new referral procedure to partner agencies. Daytime coordinators read it, but overnight volunteers lack access to those mailboxes. The first weekend produces incomplete referrals, and the project initially assumes the partners ignored the change.
The decision
Consult the people handling night referrals. Provide an accessible quick guide and short shift briefings, name a contact for questions and test whether volunteers can complete a sample referral. Explain changes made from their feedback.
Why it makes sense
The original channel missed a critical audience. Useful communication requires access, relevant content and evidence of understanding; a delivery receipt would not establish any of those conditions.
A common confusion
The mistaken idea: A communication plan succeeds when every scheduled email has been sent.
The distinction: The communication must serve its intended purpose; check understanding, response and the ability to act.
Audience → purpose → channel → feedback → action.
Points to remember
- Communication is two-way; information distribution alone is insufficient.
- Tailor content and channel to the audience’s actual circumstances.
- Engagement and information needs should be reviewed throughout the project.
Your takeaway
Organise communication around the people receiving it and the action it should support. Listen, adapt and explain decisions so that engagement improves the project’s evidence and adoption.
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