Communicating Change to Nonprofit Stakeholders

Abstract

Relationships with organizational stakeholders are especially problematic for nonprofits in times of planned change. Implementers of change initiatives must negotiate demands for their time and attention as well as attend to severe resource constraints. Interviews with nonprofit administrators are used as the basis for the development of six models of implementation communication adopted by nonprofit implementers in interacting with various stakeholder groups. The data are also used as a basis for theorizing about two communicative dimensions of the task situation—communication efficiency and consensus building—which may be used to predict implementers’ choices of approach to their communication with stakeholders.

Strategy Implementation: Mckinsey’s 7s Framework Configuration And Performance Of Large Supermarkets In Nairobi, Kenya

“…Stone et al (1999) added the structure of authority, and leadership behavior as determinants of strategy implementation. Lewis et al (2001) emphasized on how strategy implementation can be delayed by the internal and external stakeholders.…”

“…Implementing strategy might be very difficult if the structure of the strategy is very complex or if it is large as it makes monitoring and controlling processes to be confusing to the implementers and additional resources to succeed. Lewis et al (2001) emphasize on the delaying effect the internal and external stakeholders can have upon the implementation of a strategy, especially within a Non-Profit Organizations. Several factors such as complex decision making process, inaccurate measurement tools, leadership style that does not involve all key groups required in the strategy implementation may impede the implementation process.…”

Framing Resistance: Identifying Frames That Guide Resistance Interpretations at Work

“…One formal approach that implementers use to communicate during implementations is implementation communication strategies. Lewis et al (2001) developed a typology of such strategies, ranging from an "Equal Dissemination" model, where information is sent equally across the organization, to a "Need to Know" model, where information is sent only to those who have to know about the change. Examining implementers' strategies in relation to resistance might shed light on implementers' goals and expectations for implementations, and how they contribute to resistance.…”

“…The rollout used multiple communication channels such as conference calls and emails, and advisory team members made themselves available to answer questions about the program. This rollout seems to align with the Equal Participation implementation strategy that seeks to equally disseminate information and receive input as a way to legitimate change through consensus building (Lewis et al, 2001). During implementation, 333 employees out of 700 undertook at least one sustainability action in the program, and created 55 teams.…”

“…The Equal Input strategy focused on achieving consensus across the organization to achieve legitimacy for the change (Lewis et al, 2001). Consensus refers to agreement levels among a collective that occur because of a need for social coordination (Desmidt & George, 2016).…”