The communication consultant: an important translator for communication management

Abstract

Purpose – The purpose of this paper is to put forward a theoretical model which conceptualizes and clarifies the function and skills of communication consultants in terms of translation. Design/methodology/approach – The paper combines theoretical underpinnings from Scandinavian institutional theory with empirical examples from an interview study with ten senior communication managers in Swedish public sector organizations. Findings – Communication consultants are explained to perform varying translator functions ranging from a neutral transcoder to a freely interpretive translator and sensegiver. These functions are enacted as the consultant span organizational boundaries and contexts inside and outside the organization. The consultants are apt to carry out these tasks due to their translator expertise which resides in, e.g. multicontextual knowledge and bilingual skills, something which their clients lack. Research limitations/implications – The scope of the empirical material is limited to public organizations and a Swedish setting, and may therefore not be valid in other cultural contexts. Practical implications – The model highlights the intersecting work of communication consultants and their clients and thus raises questions concerning the legitimacy and core responsibilities of communication managers. The paper also argues that managers and consultants need to develop their translator skills, and that higher education in communication and PR should prepare students for professions where translator skills may be of great importance. Originality/value – The functions and tasks of communication consultants is a neglected area in communication research. By providing a comprehensive and pragmatic framework for communication consultants work as translation, the present research adds knowledge about the essential functions these actors perform and how they contribute to communication management as well as to organizational performance.

Value co-production through external communication consulting

“…Therefore, the workshop reflected the socio-constructivist view of learning as a participatory process and knowledge exchange (Cole and Engeström, 1993). Surprisingly, however, the role of the consultant as free creator (von Platen, 2015) was absent from the dataset. Several authors stress the creative role of a consultant-translator (e.g., Clegg et al, 2014;von Platen, 2015) constructive approach before the role plays.…”

“…Surprisingly, however, the role of the consultant as free creator (von Platen, 2015) was absent from the dataset. Several authors stress the creative role of a consultant-translator (e.g., Clegg et al, 2014;von Platen, 2015) constructive approach before the role plays. If there was a need to disrupt established practices and provide 'noise', the workshop was not very successful, at least not when evaluated on the basis of what happened during the workshop.…”

“…Hence, the task of the consultant is not just to provide knowledge and advice but, rather, to act as an agent of change who may even create disturbing noise and introduce new discourses (Czarniawska and Mazza, 2003;von Platen, 2015). (Ranjan and Read, 2016;von Platen, 2015).…”

Eettinen viestintä

“…Konsultit joutuvat myös vakuuttamaan monenlaisia asiakkaita. He ovat verkostoituneita ammattilaisia (Collins 2015), jotka tekevät töitä instituutioiden välissä ja välittävät tietoa ja käytäntöjä (Czarniawska & Mazza 2003;Macnamara & Crawford 2013;von Platen 2015;Rövik 2007). Monilla on kumppaneita ja partnereita, joita he käyttävät joustavasti hyödykseen (Pang et al 2013, 159).…”

Cleaning rotten politics, selling exclusive liaisons: Public relations consultants as storytelling professionals between markets and politics

“…Communication and PR are clearly professions in flux. They lack formal credentials and instead need to impress a wide range of actors with an image of professionalism (Alvesson 2001; Kipping, 2002), engage with various customers and institutions across societal sectors, and collaborate with external partners (Macnamara and Crawford, 2013; Pang et al, 2013; Von Platen, 2015). Thus, they need to market themselves assertively and identify new fields to occupy, and to do so, they must constantly work to develop narratives which legitimate their expertise (Bjerregaard and Jonasson, 2014; Carlsen, 2006).…”