ORGANIZATIONAL CHANGE AND COMMUNICATION STRATEGIES

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...

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Autor principal:	Yusuf Yüksel
Formato:	article
Lenguaje:	EN TR
Publicado:	Erciyes University 2015
Materias:	- organizational change communication uncertainty resistance. planlı örgütsel değişim i̇letişim belirsizlik direnç Communication. Mass media P87-96
Acceso en línea:	https://doaj.org/article/8cd1a1772a134dc8be3287b30a9c0a7e
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spelling	oai:doaj.org-article:8cd1a1772a134dc8be3287b30a9c0a7e2021-12-02T12:19:11ZORGANIZATIONAL CHANGE AND COMMUNICATION STRATEGIES1308-31982667-581110.17680/akademia.20691https://doaj.org/article/8cd1a1772a134dc8be3287b30a9c0a7e2015-07-01T00:00:00Zhttps://dergipark.org.tr/tr/pub/erciyesiletisim/issue/5873/77702https://doaj.org/toc/1308-3198https://doaj.org/toc/2667-5811Despite 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.Yusuf YükselErciyes Universityarticle-organizational change communication uncertainty resistance.planlı örgütsel değişim i̇letişim belirsizlik dirençCommunication. Mass mediaP87-96ENTRErciyes iletişim Dergisi, Vol 4, Iss 2 (2015)
institution	DOAJ
collection	DOAJ
language	EN TR
topic	- organizational change communication uncertainty resistance. planlı örgütsel değişim i̇letişim belirsizlik direnç Communication. Mass media P87-96
spellingShingle	- organizational change communication uncertainty resistance. planlı örgütsel değişim i̇letişim belirsizlik direnç Communication. Mass media P87-96 Yusuf Yüksel ORGANIZATIONAL CHANGE AND COMMUNICATION STRATEGIES
description	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.
format	article
author	Yusuf Yüksel
author_facet	Yusuf Yüksel
author_sort	Yusuf Yüksel
title	ORGANIZATIONAL CHANGE AND COMMUNICATION STRATEGIES
title_short	ORGANIZATIONAL CHANGE AND COMMUNICATION STRATEGIES
title_full	ORGANIZATIONAL CHANGE AND COMMUNICATION STRATEGIES
title_fullStr	ORGANIZATIONAL CHANGE AND COMMUNICATION STRATEGIES
title_full_unstemmed	ORGANIZATIONAL CHANGE AND COMMUNICATION STRATEGIES
title_sort	organizational change and communication strategies
publisher	Erciyes University
publishDate	2015
url	https://doaj.org/article/8cd1a1772a134dc8be3287b30a9c0a7e
work_keys_str_mv	AT yusufyuksel organizationalchangeandcommunicationstrategies
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ORGANIZATIONAL CHANGE AND COMMUNICATION STRATEGIES

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