Cover
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
1 Defining Organizational Change
1. The Role of Communication in Triggering Change
2. Failure in Change
3. What Is Organizational Change?
4. Implementation
5. Types of Organizational Change
6. Complexity of Change Within Organizations
7. Conclusion
8. References
2 Processes of Communication During Change
1. Formal Communication
2. Informal Communication
3. Importance of Communication
4. Communication Processes
5. Socialization
6. Conclusion
7. References
8. Further Reading
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
4 Outcomes of Change Processes
1. The Importance of Goals
2. Assessing Change Outcomes
3. Assessing Change Outcomes
4. Assessing Results of Change
5. Causes for Implementation Failures and Successes
6. Conclusion
7. References
8. Further Reading
5 Communication Approaches and Strategies
1. Uniformity, Fidelity, and Models of Implementation
2. Communication Strategy Dimensions
3. Channels for Communicating
4. Conclusion
5. References
6. Further Reading
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. References
8. Further Reading
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
8 Stakeholder Interactions
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. References
8. Further Reading
9 Applying the Model in Practice
1. Activity Tracks
2. Tools for Managing Activity Tracks
3. Developing Strategic Messages and Strategic Communication Plan
4. Analysis of Input
5. Influencing Implementation Climate
6. Myths about Implementing Planned Change
7. Conclusion
8. Reference
Glossary
Index
End User License Agreement

List of Tables

Chapter 2
1. Table 2.1 Implementers' styles of participation.
2. Table 2.2 Approaches for soliciting input adapted from Lewis and Russ (2012).
Chapter 4
1. Table 4.1 Combinations of Uniformity and Fidelity in Change Outcomes.
2. Table 4.2 Factors predicting failure and success of change programs.
Chapter 5
1. Table 5.1 General strategic approaches – combination models.
2. Table 5.2 Communication strategy dimensions: Implementers' and stakeholders' foci...
Chapter 6
1. Table 6.1 Perspectives of Managers and Stakeholders on Power‐related Behaviors.
Chapter 7
1. Table 7.1 Klein and Sorra values match predictions.
Chapter 9
1. Table 9.1 Stakeholder analysis.

List of Illustrations

Chapter 1
1. Figure 1.1 Standard model of relationship between periods of stability and ch...
2. Figure 1.2 Model of continuous change with punctuated moments of noticeable c...
3. Figure 1.3 Lewin's classic stages of change.
4. Figure 1.4 Relationships between innovation, diffusion, adoption, and impleme...
5. Figure 1.5 Types of organizational change in combination.
Chapter 2
1. Figure 2.1 Array of implementers' approaches to stakeholder participation.
Chapter 3
1. Figure 3.1 Change process in context of stakeholder communication.
2. Figure 3.2 Hub and spokes model of stakeholder relationships.
3. Figure 3.3 Complex stakeholder relationships.
4. Figure 3.4 Complex stakeholder relationships with multiple boundary‐spanners....
Chapter 6
1. Figure 6.1 Forms of resistance.
Chapter 9
1. Figure 9.1 Managing activity tracks with tools of practice.

Foundations of Communication Theory

Series Editor

Marshall Scott Poole (University of Illinois, Champaign‐Urbana)

Editorial Board

James Aune (Texas A&M University); Robert T. Craig (University of Colorado at Boulder); Leah Lievrouw (University of California Los Angeles); Alan Rubin (Kent State University, Emeritus); David Seibold (University of California Santa Barbara)

The Foundations of Communication Theory series publishes innovative textbooks that summarize and integrate theory and research for advanced undergraduate and beginning graduate courses. In addition to offering state‐of‐the‐art overviews in a broad array of sub‐fields, authors are encouraged to make original contributions to advance the conversation within the discipline. Written by senior scholars and theorists, these books will provide unique insight and new perspectives on the core sub‐disciplinary fields in communication scholarship and teaching today.

Published

Organizational Change: Creating Change Through Strategic Communication, Laurie Lewis

Theorizing Crisis Communication, Timothy L. Sellnow and Matthew W. Seeger

Forthcoming

Foundations of Media and Communication Theory, Leah Lievrouw

Managing Privacy, Sandra Petronio

Foundations of Organizational Communication, Linda Putnam and Scott Poole

Dilemma‐Centered Political Communication, by Herbert W. Simons

This edition first published 2019
© 2019 Laurie Lewis

Edition History
1e 2011 Wiley
2e 2019 Wiley

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