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ORGANIZATIONAL CHANGE AND COMMUNICATION STRATEGIES

Year 2015, Volume: 4 Issue: 2, - , 29.07.2015
https://doi.org/10.17680/akademia.20691

Abstract

Despite the popularity of planned change efforts, the failure rates of implementation are as high as 50 to 70 percent. While these efforts are affected by technical issues, the organizations’ approach to change, technological capabilities, leadership, assessment, planning, organizational culture and communication strategies are thought to play a more critical role. The central purpose of this study is to examine the role that communication strategies play in the implementation of a popular planned organizational change model known as Compstat. Data were collected in this case study through in-depth interviews and documents, and analyzed using grounded theory. The study revealed that the role of communication in the implementation of Compstat in informing, persuading officers about change and in understanding and addressing sources of resistance was not taken seriously into consideration by change agents. For the most part, communication was regarded as a symbolic activity utilizing one-way, bureaucratic channels (meetings and written orders) and formal language. The end product of this communication strategy was a high level of uncertainty, fear and anxiety and thus resistance of officers to Compstat, who were willing to understand Compstat, change their routines and be a part of this new work environment.

References

  • Armenakis, A. A. & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 99, 293-315.
  • Armenakis, A. A., & Harris, S. G. (2002). Crafting a change message to create transformational readiness. Journal of Organizational Change Management, 15, 169-183.
  • Bratton, W., & Knobler, P. (1998). Turnaround: How America’s top cop reversed the crime epidemic. New York: Random House.
  • Bordia, P., Hobman, E., Jones, E., Gallois, C., & Callan, V. J. (2004). Uncertainty during organizational change: Types, consequences, and management strategies. Journal of Business and Psychology, 18, 507-532.
  • Cameron, K. S. & Quinn, R. E. (1999). Diagnosing and changing organizational culture. NJ: Upper Saddle River.
  • Chess, C. & Johnson, B.B. (2007). Information is not enough. In S. C. Moser, & L. Dilling (Eds.). Creating a climate for change: Communicating climate change and facilitating social change (pp. 223-236). Cambridge University Press: New York.
  • Colvin, T. J., & Kilmann, R. H. (1990). Participant perceptions of positive and negative influences on large-scale change. Group and Organization Studies, 15, 233-248.
  • Dilling, L., & Moser, S.C. (2007). Introduction. In S. C. Moser, & L. Dilling (Eds.). Creating a climate for change: Communicating climate change and facilitating social change (pp. 1-30). Cambridge University Press: New York.
  • Dunwoody, S. (2007). The challenge of trying to make a difference using media messages. In S. C. Moser, & L. Dilling (Eds.). Creating a climate for change: Communicating climate change and facilitating social change (pp. 89-104). Cambridge University Press: New York.
  • Eisenberg, E. M., & Goodall, H. L. (1993). Organizational communication: Balancing creativity and constraint. Bedford: St Martin’s Press.
  • Fairchild, E. S. (1989). National culture and police organization in Germany and the United States. Public Administration Review, 49, 454-462.
  • Fairhurst, G. T. (1993). The leader-member exchange patterns of women leaders in industry: A discourse analysis. Communication Monographs, 60, 321-351.
  • Fairhurst, G. T. (2001). Dualism in leadership research. In F. M. Jablin & L. L. Putnam (Eds.), The new handbook of organizational communication (pp. 379-439). Thousand Oaks, CA: Sage.
  • Fairhurst, G. T. (2005). Reframing the art of framing: Problems and prospects for leadership. Leadership, 1, 165-185.
  • Gallivan, M. J. (2001). Meaning to change: How diverse stakeholders interpret organizational communication about change initiatives. IEEE Transactions on Professional Communication, 44, 243-266.
  • Harris, L. C., & Ogbonna, E. (2002). The unintended consequences of culture interventions: A study of unexpected outcomes, British Journal of Management, 13, 31-49.
  • Group & Organization Management, 16, 15-24.
  • Smothers, R. (2002, January, 27). Tougher. Smarter. Dapper. The New York Times, pp.1.
  • Stanley, D. J., Meyer, J. P., & Topolnytsky, L. (2005). Employee cynicism and resistance to organizational change. Journal of Business and Psychology, 19, 429-459.
  • Stewart, B. (1996, July 6). Hurdles greet Metrocity chief on his first day. The New York Times, pp. A14.
  • Strauss, A. L., & Corbin, J. M. (1998). Basics of qualitative research: Techniques and procedures for developing grounded theory (2nd ed.). Thousand Oaks, CA: Sage.
  • Timmerman, C. E. (2003). Media selection during the implementation of planned organizational change: A predictive framework based on implementation approach and phase. Management Communication Quarterly, 16, 301-340.
  • Tromp, S. A., & Ruben, B. D. (2004). Strategic planning in higher education: A guide for leaders. Washington, DC: NACUBO.
  • Vito, G. F., Walsh, W. F., & Kunselman, J. (2005). Compstat: The manager’s perspective. International Journal of Police Science and Management, 7, 187-196.
  • Walker, R. (Ed). (1985). Applied qualitative research. Aldershot, UK: Gower.
  • Zorn, T. E., Page, D. J., & Cheney, G. (2000). Nuts about change: Multiple perspectives on change-oriented communication in a public sector organization. Management Communication Quarterly, 13, 515–566.

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Year 2015, Volume: 4 Issue: 2, - , 29.07.2015
https://doi.org/10.17680/akademia.20691

Abstract

Planlı örgütsel değişim çabalarının popülerliğine karşın, uygulamada yaşanan başarısızlık oranları yüzde 50 ile 70’leri bulabilmektedir. Bu başarısızlık bazı teknik nedenlerden kaynaklanabildiği gibi, örgütün değişime yaklaşımı, teknolojik altyapısı, liderlik, değerlendirme, planlama, kurum kültürü ve iletişim stratejileri gibi faktörler daha önemli bir rol oynayabilmektedir. Bu çalışma, ABD’de son on yılda bir çok polis teşkilatı tarafından uygulamaya konulan Compstat isimli değişim modelinin uygulanması sürecinde iletişim stratejilerinin rolünü ortaya koymayı amaçlamaktadır. Bu örnek olay çalışmasının verileri yapılan mülakatlar ve dökümanlardan toplanmış, tümevarım yaklaşımı ile analiz edilmiştir. Çalışma sonuçlarına göre, değişimi yönetenler iletişimin memurları bilgilendirme, değişime ikna etme ve direnmelerinin kaynağını anlama ve gidermeye yönelik olası rolünü etkin kullanmamışlardır. Genel itibariyle, iletişim tek yönlü, bürokratik kanallar (toplantı ve emir yazıları) ve resmi bir dil kullanımını içeren sembolik bir araç olarak kullanılmıştır. Bu iletişim stratejisinin sonucu ise, korku ve endişe, yüksek oranda belirsizlik ve Compstat’ı anlamaya, rutinlerini değiştirmeye ve bu yeni iş ortamının parçası olmaya istekli memurların Compstat’a direnmesi olmuştur

References

  • Armenakis, A. A. & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 99, 293-315.
  • Armenakis, A. A., & Harris, S. G. (2002). Crafting a change message to create transformational readiness. Journal of Organizational Change Management, 15, 169-183.
  • Bratton, W., & Knobler, P. (1998). Turnaround: How America’s top cop reversed the crime epidemic. New York: Random House.
  • Bordia, P., Hobman, E., Jones, E., Gallois, C., & Callan, V. J. (2004). Uncertainty during organizational change: Types, consequences, and management strategies. Journal of Business and Psychology, 18, 507-532.
  • Cameron, K. S. & Quinn, R. E. (1999). Diagnosing and changing organizational culture. NJ: Upper Saddle River.
  • Chess, C. & Johnson, B.B. (2007). Information is not enough. In S. C. Moser, & L. Dilling (Eds.). Creating a climate for change: Communicating climate change and facilitating social change (pp. 223-236). Cambridge University Press: New York.
  • Colvin, T. J., & Kilmann, R. H. (1990). Participant perceptions of positive and negative influences on large-scale change. Group and Organization Studies, 15, 233-248.
  • Dilling, L., & Moser, S.C. (2007). Introduction. In S. C. Moser, & L. Dilling (Eds.). Creating a climate for change: Communicating climate change and facilitating social change (pp. 1-30). Cambridge University Press: New York.
  • Dunwoody, S. (2007). The challenge of trying to make a difference using media messages. In S. C. Moser, & L. Dilling (Eds.). Creating a climate for change: Communicating climate change and facilitating social change (pp. 89-104). Cambridge University Press: New York.
  • Eisenberg, E. M., & Goodall, H. L. (1993). Organizational communication: Balancing creativity and constraint. Bedford: St Martin’s Press.
  • Fairchild, E. S. (1989). National culture and police organization in Germany and the United States. Public Administration Review, 49, 454-462.
  • Fairhurst, G. T. (1993). The leader-member exchange patterns of women leaders in industry: A discourse analysis. Communication Monographs, 60, 321-351.
  • Fairhurst, G. T. (2001). Dualism in leadership research. In F. M. Jablin & L. L. Putnam (Eds.), The new handbook of organizational communication (pp. 379-439). Thousand Oaks, CA: Sage.
  • Fairhurst, G. T. (2005). Reframing the art of framing: Problems and prospects for leadership. Leadership, 1, 165-185.
  • Gallivan, M. J. (2001). Meaning to change: How diverse stakeholders interpret organizational communication about change initiatives. IEEE Transactions on Professional Communication, 44, 243-266.
  • Harris, L. C., & Ogbonna, E. (2002). The unintended consequences of culture interventions: A study of unexpected outcomes, British Journal of Management, 13, 31-49.
  • Group & Organization Management, 16, 15-24.
  • Smothers, R. (2002, January, 27). Tougher. Smarter. Dapper. The New York Times, pp.1.
  • Stanley, D. J., Meyer, J. P., & Topolnytsky, L. (2005). Employee cynicism and resistance to organizational change. Journal of Business and Psychology, 19, 429-459.
  • Stewart, B. (1996, July 6). Hurdles greet Metrocity chief on his first day. The New York Times, pp. A14.
  • Strauss, A. L., & Corbin, J. M. (1998). Basics of qualitative research: Techniques and procedures for developing grounded theory (2nd ed.). Thousand Oaks, CA: Sage.
  • Timmerman, C. E. (2003). Media selection during the implementation of planned organizational change: A predictive framework based on implementation approach and phase. Management Communication Quarterly, 16, 301-340.
  • Tromp, S. A., & Ruben, B. D. (2004). Strategic planning in higher education: A guide for leaders. Washington, DC: NACUBO.
  • Vito, G. F., Walsh, W. F., & Kunselman, J. (2005). Compstat: The manager’s perspective. International Journal of Police Science and Management, 7, 187-196.
  • Walker, R. (Ed). (1985). Applied qualitative research. Aldershot, UK: Gower.
  • Zorn, T. E., Page, D. J., & Cheney, G. (2000). Nuts about change: Multiple perspectives on change-oriented communication in a public sector organization. Management Communication Quarterly, 13, 515–566.
There are 26 citations in total.

Details

Primary Language English
Journal Section Thesis Abstracts
Authors

Yusuf Yüksel

Publication Date July 29, 2015
Submission Date April 8, 2015
Published in Issue Year 2015 Volume: 4 Issue: 2

Cite

APA Yüksel, Y. (2015). ORGANIZATIONAL CHANGE AND COMMUNICATION STRATEGIES. Erciyes İletişim Dergisi, 4(2). https://doi.org/10.17680/akademia.20691