What are effective ways to communicate a decision that affects multiple departments?

Actually I agree with this post. I believe that the only way to be effective in any form of communication; especially when it comes to decisions that will affect others. The Manager must have a clear understanding of the purpose for the decision. That's the only way the message will be delivered in terms specific for each department. Also, in terms that can be broken down for those whose communication style requires more explanation. This will open up the floor for questions and feedback.

Considero importante este punto. De aplicarse estamos siendo empaticos y proactivos y mejoramos la comunicación efectiva con los departamentos involucrados.

Considero esencial anticiparse a cualquier inquietud que pueda surgir tras la comunicación. En mi caso, personalizo el mensaje dependiendo del departamento al que me dirija. Demuestra comprensión y transmites confianza en la capacidad para abordar cualquier dificultad. Un mensaje claro y directo no solo evita malentendidos, sino que también facilita la asimilación de la información por parte de todos los involucrados.

Absolutely, the appropriate time and place has to be considered when conveying a message. I agree with this post whole heartedly. Although, I prefer face to face. I prefer face to face that way the message is not ignored and so that the message is communicated in the proper context. This will allow time for questions if the message is not understood. Then, I will follow up with an email.

Siempre antes de comunicar se debe evaluar el momento y eso no es relacionado a la hora o día hábil; hay que tener ese indicador organizacional que nos guíe a que la declaración en la forma y en el momento, no desencadene eventos negativos o inesperados. Lo recomendable es analizar bien antes de efectuar la comunicación.

Identificar la complejidad y la sensibilidad de la decisión para adaptar el canal es clave. No podemos escondernos detrás de un email para comunicar decisiones relevantes...

Actually I agree with this post. Although, some decisions that are made are inevitable. That doesn't mean that the decision to make changes doesn't welcome feedback and dialogue. Having conversations about change and allowing those on your team to voice their concerns help with building trust. This time spent will give you the opportunity to explain why the decision was made to change. It will also, allow the different departments involved to better understand how each departments decision affects the other. They will connect and have a better relationship, bridging the gaps. Helping each department appreciate the efforts made towards achieving success for all as a whole.

An example I've experienced is when, I myself had a project that required a decision to make changes to the way things were being done in our department. I found that it's imperative that the implementation phase is continuously monitored and time is set aside to follow up on progress. Allowing others to openly communicate possible improvements to the process and welcoming feedback helps the team see that they are included in the process. Therefore, they will willingly work towards achieving success in the execution of process changes. This way everyone can celebrate the outcome.