The Seven Communication Reasons Organizations Do Not Change

dc.contributor.authorSalem, Philip J.
dc.descriptionThis paper integrates material from three recent communication and organizational change studies, recent change theory, and complexity theory to model communication and change processes. All the studies employed traditional ethnographic methods, but one study employed quantitative methods as well as part of a mixed methods design.en
dc.description.abstractData describe six common communication behaviors during failed organizational change efforts. The combination of these behaviors suggests a seventh pattern. Communication during failed efforts seldom involves enough communication opportunities, lacks any sense of emerging identification, engenders distrust, and lacks productive humor. These problems are compounded by conflict avoidance and a lack of interpersonal communication skills. Members decouple the system, sheltering the existing culture until it is safe for it to reemerge later.
dc.description.departmentCommunication Studies
dc.description.versionThis is the author accepted manuscript version of an article published in <i>Corporate Communications: An International Journal</i>.
dc.format.extent16 pages
dc.format.medium1 file (.pdf)
dc.identifier.citationSalem, P. J. (2008). The seven communication reasons organizations do not change. Corporate Communications: An International Journal, 13(3), pp. 333-348.
dc.publisherEmerald Group Publishing Limited
dc.sourceCorporate Communications: An International Journal, 2008, Vol. 13, No. 3, pp. 333-348
dc.subjectorganizational communication
dc.subjectorganizational change
dc.subjectorganizational development
dc.subjectqualitative methods
dc.subjectcomplexity theory
dc.subjectCommunication Studies
dc.titleThe Seven Communication Reasons Organizations Do Not Change


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