building trust in times of crisis assgt

8/14/2019 Building Trust in Times of Crisis Assgt

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Abstract

This paper aims to argue for and apply a polyphonicapproach to corporate storytelling and organisationalchange communication. A participatory actionresearch project demonstrates how recently developed

inclusive methodologies that seek to create employeeparticipation have been applied in a case company.


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Findings

Results of the organisational change process inthe case company show that the application of apolyphonic approach to organisational changecommunication and storytelling, appreciative inquiry

and strategic change communication teams createdinvolvement in and enactment of organisationalchange based on employees, own values and stories inthe case company.


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Research limitations/implications

Further research is needed that applies themethodological foundations of this study in otherorganisational contexts and under differentcircumstances.


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The l e t t er addressed to a l l employees o f s cand inav iana ir l ine sys tems (SAS) .

T h e a i m o f t h e p h o t o g r a p h y e x e r c i s e w a s t o l a u n c h a p r o c e s s

o f o r g a n i z a t i o n a l d e v e l o p m e n t i n d i f f i c u l t c i r c u m s t a n c e s , a n dt o i n v o l v e a l l t h e 5 0 e m p l o y e e s o f t h e d e p a r t m e n t .

I n t h e r e s u l t , e m p l o y e e s h a d f o u n d i t h a r d t o k e e p u p w i t h a n du n d e r s t a n d m a n a g e m e n t ' s d e c i s i o n s a n d a l l t h i s l e d t o

i n s e c u r i t y a n d f r u s t r a t i o n .

Introduction:-


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T h e a i m o f t h e p a p e r i s t h r e e f o l d t o : -

Conceptua l i ze theore t i ca l approaches to change

c o m m u n i c a t i o n a n d t o m o t i v a t e a n i n c l u s i v eapproach to organ iza t iona l change communica t ion .

Present and d i scuss methodo log ica l impl i ca t ions o f such an approach .

Apply and t e s t bo th the theore t i ca l approach andi t s methodo log ica l impl i ca t ions in a spec i f i c case .

Cont


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1. Du r i n g t h e p a s t d e c a d e c o mmu n i c a ti o n h a s b e c o me t h e

wa tchword o f v i r tua l ly a l l o rgan iza t ions andfunc t iona l a reas .

2.

3. Fo r ma n y p e o p l e i n t e g r a t e d c o mmu n i c a t i o n i n v o l v e s a nen t i r e o rgan iza t ion speak in g wi th a s ing le vo ice , wh i l e

s t o r y t e l l in g s e e k s t o c o mmu n i c a t e a u n i f o r mimpress ion o f a company ' s iden t i ty in a " supe r - s to ry"a d d r e s s e d t o i n t e r e s t e d p a r t i e s b o t h i n s i d e a n d o u t s i d ethe o rgan iza t ion .

4.

5. E v e n t h o u g h s t o r y t e l l i n g c a n b e a p p l i e d i n s t r u me n t a l l yi n ma r k e t i n g a n d b r a n d i n g , i n r e l a t i o n t o p r o c e s s e s o f o rgan iza t iona l change th i s i s a r educed and misp lac edway to use s to ry te l l ing .

Storytelling used to discipline the corporate

body:-


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Methodology:-

Case study based on a constructionist approach and four methodologicalfoundations: participatory action research, co-productive methods (such asorganisational photography), appreciative inquiry and strategic changecommunication teams.

The ability to create successful organizational change involves buildingconfidence, reducing insecurity and preventing rumour mongering.

In this we follows, we present the four methodological foundations forthe change communication (research) process in SAS:-


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1)Participatory action research:-

The term was coined by Lewin, who described actionresearch as "a comparative research on theconditions and effects of various forms of social

action and research leading to social action


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I t a lso suggests the appl icat ion of non- t radi t ionalchange ( research) methods a l lowing a morepart ic ipatory ro le of the members of an organizat ionin both the change process and the researchaf f i l ia ted to i t .

The sense mak ing processes o f par t ic ipants a re in focus ,w h e n a p p ly in g CP RM ' s in p a r t i c ip a to r y a c t io n r e s e a r c h

o n o r g a n iz a t io n a l c h a n g e .

2) Co-productive research methods and sensemaking


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Foundat ion for the change process in SAS comesfrom Barret t (2002, 2004) , who argues th at changeprogrammers should be p lanned wi th an in ternalbase wi th in the organizat ion concerned.

3) Strategic change communication team


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The photography exercise:-

The exerc ise genera ted a la rge vo lume o f emplo yeep r o d u c e d p h o to g r a p h y a s r a w d a ta .

The drawing,collage,pottery workshops:-

T h e d r a w in g , c o l l a g e , p o t te r y w o r k s h o p w a s d iv id e ds t r a te g ic a l l y a m o n g th e s ix d e p a r tm e n ts to e n s u r e th a tth e c h a l l e n g e s .


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The postcard exercise

building trust in times of crisis assgt

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