Organizational Change and Communication Strategies

Abstract

Despite the popularity of planned organizational 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 with an inductive approach. The study revealed that the role of communication 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.