Relationships and Participation: A Complexity Science Approach to Change Communication

Ströh, Ursula

doi:10.1080/15531180701298916

Cited by 14 publications

(12 citation statements)

References 8 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Implicit in the shift from top down to bottom up is the shift from monologue to dialogue, identified by Du Plessis (2006), Hallahan et al (2007), Ströh (2007), and Sriramesh and Verčič (2009), where the traditional approach of one voice has shifted to the emergent approach of many diverse voices in which experimentation, openness to diverse viewpoints and freedom of speech encourage creative approaches to problem solving. Media convergence and digital connectivity are forcing institutions to engage in increasingly a-symmetrical dialogue, and challenge the ideal of achieving communication symmetry between the organisation and its stakeholders (Grunig, Grunig and Dozier 2002).…”

Section: From Monologue To Dialoguementioning

confidence: 99%

Towards an emerging paradigm of strategic communication: Core driving forces

Klerk¹,

Verwey²

2013

Communicatio

View full text Add to dashboard Cite

Major forces such as globalisation, the digital network revolution and the empowerment of myriad new stakeholders have resulted in a blurring of communication genres such as marketing and corporate communications, and are redefining the role of the communications professional within business and society. Such fundamental changes require that both scholars and practitioners challenge their own assumptions and consider the implications of these paradigm shifts. The values of the modernist age, resulting in linear, top-down, consensus-seeking decision-making behaviour, must be revisited to make way for emerging values such as activism, dialogue, communal values and dissent, which allow for co-creation and a multiplicity of viewpoints. This article reflects on paradigmatic debates and identifies shifts from modern to postmodern organisational practice, and how these impact on communication practices and integrated communication. Consideration is given to some theoretical, practical, research and educational implications of these shifts as core driving forces towards the new emerging paradigm of strategic communication, which can best be conceptualised as purposeful communication to realise the organisational mission.

show abstract

Section: From Monologue To Dialoguementioning

confidence: 99%

Towards an emerging paradigm of strategic communication: Core driving forces

Klerk¹,

Verwey²

2013

Communicatio

View full text Add to dashboard Cite

show abstract

“…This definition is in line with the proposed concept as it emphasises that change communication should be regarded as a continuous process and not only during the implementation of organisational change. This perspective resonates with the work of Ströh (2007) who recognises that organisations are complex and adaptive, with the ability to adjust to the unstable, changing environment through self-organisation.…”

Section: Change-orientated Communicationmentioning

confidence: 70%

“…The first phase started with the compilation of a sample of literature within specific parameters and contextual bases, as outlined in Figure 1. After an initial exploration of this literature sample, two additional related terms to co-COC were identified, namely "strategic communication during change" (Järventie-Thesleff et al 2015) and "a complexity science approach to change communication" (Ströh 2007). Although both these approaches propose elements in line with contemporary developments in strategic communication, these approaches do not encapsulate the specific communication processes of organisational members in collaboratively making sense of change.…”

Section: Figure 1: the Process Map Of The Conceptual Development Of Cmentioning

confidence: 99%

Co-change-oriented communication: A collaborative approach to making sense of change

Slabbert

2018

COMM

View full text Add to dashboard Cite

This article presents a new concept, "co-Change-orientated Communication" (co-COC), to address the need for theoretical developments beyond mainstream assumptions by drawing from contemporary, critical developments in strategic communication. A two-phased, qualitative methodological strategy was employed. Firstly, a thematic analysis of a sample of literature according to specific parameters and contextual bases was conducted. Secondly, to identify an exemplar for co-COC, a document analysis was done of selected 2016 Fortune "Change-the-World" organisations' annual and sustainability reports. In congruence with the themes of the literature, the document analysis revealed that co-COC is a bottom-up concept and elicits the attributes of meaningful dialogue, employee engagement, collaboration and co-creation, and encourages dissent. To realise the implementation of co-COC, the document analysis indicated the antecedents of stakeholder engagement, organisational agility, leadership agility and a changeable culture. co-COC contributes to the body of knowledge on strategic and change communication and serves as a heuristic for future research. Furthermore, co-COC provides theoretical development beyond the conventional, which not only affirms the critical role of change communication in the successful management of change, but could also assist communication professionals to realise the need for the inclusion of contemporary developments in strategic communication.

show abstract

“…Community perceptions of councillors and local municipalities, regardless of their accuracy, must remain the subject of ongoing dialogue and should not be ignored, even if it includes dissent. Robust, and even conflict-ridden, discourse often leads to new selforganising networks and decisions, and can encourage novel ways of problem solving (Ströh 2007;Overton-de Klerk & Oelofse 2010). Ward councillors would be well served if they engineered a shift in their role from managers to facilitators of channels and multiple fora for discourse and free participation of community stakeholder involving informal opinion leaders, such as peer or civic leaders (Overton-de Klerk & Oelofse 2010; Deetz 1995).…”

Section: Discussionmentioning

confidence: 99%

“…Building on the work of Hallahan et al (2007), Ströh (2007), Zerfass and Huck (2007) and others, Overtonde Klerk and Verwey (2013) characterise the emerging paradigm shifts in strategic communication as follows:…”

Section: Paradigm Shifts In Strategic Communicationmentioning

confidence: 99%

Community Perceptions of Ward Councillors’ Communication in Service Delivery Protest Areas: The Desirability of a Strategic Communication Approach

Molefe

Klerk

2019

COMM

View full text Add to dashboard Cite

Service delivery protests have increased alarmingly year-on-year. Protests appear to be community members' only recourse in expressing their frustration concerning the perceived lack of delivery of municipal services. Indications are that a lack of engagement by ward councillors is adding greatly to these frustrations. At the same time, very little is known about how ward councillors communicate. The purpose of the study was to explore ward councillors' current communication approach as perceived by community members in Sebokeng, known for the prevalence of former violent service delivery protests, and to evaluate the desirability of a strategic communication approach. Semistructured in-depth interviews were conducted with six focus groups of different ages. The findings indicate that ward councillors are perceived as not visible to community members and that interactions with ward councillors are experienced as monologues and top-down. Consequently, community members feel unheard, forgotten, and ultimately disengaged. At the same time, community members express the need to self-organise and collaborate with ward councillors in solving community issues, as long as it is coupled with tangible delivery. The research provides insights into volatile community sentiments suggesting a pattern with previous findings, as well as suggestions for a strategic communication approach that may increase the legitimacy of ward councillors in communities.

show abstract

Relationships and Participation: A Complexity Science Approach to Change Communication

Cited by 14 publications

References 8 publications

Towards an emerging paradigm of strategic communication: Core driving forces

Towards an emerging paradigm of strategic communication: Core driving forces

Co-change-oriented communication: A collaborative approach to making sense of change

Community Perceptions of Ward Councillors’ Communication in Service Delivery Protest Areas: The Desirability of a Strategic Communication Approach

Contact Info

Product

Resources

About