Organizational Change: Creating Change Through Strategic Communication

Table of contents

1. Cover Page
2. Title Page
3. Foundations of Communication Theory
4. Title Page
5. Copyright
6. Dedication
7. Contents
8. Contents in Detail
9. Introduction
   1. State of the Art
   2. Weaknesses in Current Approaches to Change Implementation
   3. A Stakeholder Theory Perspective
   4. A Communication Perspective
   5. Cases of Organizational Change
   6. Conclusion
   7. References
   8. Further Reading
10. 1: Defining Organizational Change
    1. What Is Organizational Change?
    2. Types of Organizational Change
    3. Complexity of Change Within Organizations
    4. Conclusion
    5. Notes
    6. References
11. 2: Processes of Communication During Change
    1. Communication Processes
    2. Conclusion
    3. References
    4. Further Reading
12. 3: A Stakeholder Communication Model of Change
    1. Stakeholder Theory
    2. Complicating Stakeholder Relationships
    3. Multiple Stakeholder Identities
    4. Stakeholder Interactions
    5. Roles Stakeholders Play in Change
    6. Stakeholder Model of Implementation of Change
    7. Conclusion
    8. References
    9. Further Reading
13. 4: Outcomes of Change Processes
    1. Problems in Assessing Organizational Outcomes
    2. Assessing Change Outcomes
    3. Assessing Results of Change
    4. Causes for Implementation Failures and Successes
    5. Conclusion
    6. References
    7. Further Reading
14. 5: Communication Approaches and Strategies
    1. An Overview of Strategic Implementation Models
    2. Communication Strategy Dimensions
    3. Channels for Communicating
    4. Conclusion
    5. Note
    6. References
    7. Further Reading
15. 6: Power and Resistance
    1. Power During Organizational Change
    2. Resistance During Change
    3. Forms of Resistance
    4. Dispositional Resistance
    5. Value of Resistance
    6. Conclusion
    7. Note
    8. References
    9. Further Reading
16. 7: Antecedents to Strategies, Assessments, and Interactions
    1. Institutional Factors
    2. Implementers' Perceptions of Change Context
    3. Stakeholders' Perceptions of Change Context
    4. Conclusion
    5. References
    6. Further Reading
17. 8: Stakeholder Interactions: Storying and Framing
    1. Creating Stories and Storylines that Make Sense
    2. Framing
    3. Stories and Frames Create, Maintain, and Resolve Concerns
    4. Creating and Resolving Alliances, Rivalries, and Schisms
    5. Which Stories and Frames Matter?
    6. Conclusion
    7. Notes
    8. References
    9. Further Reading
18. 9: Applying the Model in Practice
    1. Activity Tracks
    2. Tools for Managing Activity Tracks
    3. Myths About Implementing Planned Change
    4. Conclusion
    5. Reference
19. Glossary
20. Index