1
Strategic Communication (77641SP05Y)
part 2
Lecture 8. Change and resistance.............................................................................................. 2
Lecture 8 slides. Change and resistance................................................................................. 2
The power of the platform: Place and employee responses to organizational change
(Stensaker et al., 2021)........................................................................................................... 5
Resistance to change: The rest of the story (Ford et al., 2008)...............................................8
Connecting points between (Stensaker et al., 2021) and (Ford et al., 2008).........................10
Final reflections change and resistance................................................................................11
Lecture 9. Bias.......................................................................................................................... 11
Lecture 9 slides. Bias............................................................................................................. 11
How stereotypes are shared through language: A review and introduction of the social
categories and stereotypes communication (SCSC) framework (Beukeboom & Burgers,
2019)..................................................................................................................................... 16
Poles apart: The processing and consequences of mixed media stereotypes of older workers
(Kroon et al., 2016)............................................................................................................... 19
Connecting points between (Beukeboom & Burgers, 2019) and (Kroon et al., 2016)............22
Final reflections bias............................................................................................................. 23
Lecture 10. CSR/CSA................................................................................................................ 23
Lecture 10 slides. CSR/CSA................................................................................................... 23
How to achieve sustainability? Employee’s point of view on company’s culture and CSR
practice (Kucharska & Kowalczyk, 2019)...............................................................................26
Hofstede’s cultural framework.............................................................................................. 29
From relationship management to change empowerment: Shifting Public Relations Theory
to prioritize publics (Mundy, 2021)........................................................................................ 30
Connecting points between (Kucharska & Kowalczyk, 2019) and (Mundy, 2021)..................32
Final reflections CSR/CSA...................................................................................................... 32
Lecture 11. Dialogue and engagement.................................................................................... 33
Lecture 11 slides. Dialogue and engagement.......................................................................33
Putting engagement in its PRoper place: State of the field, definition and model of
engagement in public relations (Dhanesh, 2017)..................................................................36
Social presence and digital dialogic communication: Engagement lessons from top social
CEOs (Men et al., 2018)......................................................................................................... 42
Kent and Taylor’s Dialogic Communication Theory...............................................................44
The Dialogic Internet Principles............................................................................................. 45
Connecting points between (Dhanesh, 2017) and (Men et al., 2018)...................................46
Final reflections dialogue and engagement..........................................................................46
Lecture 12. Trust....................................................................................................................... 47
Lecture 12 slides. Trust.......................................................................................................... 47
, 2
Exploring trust and distrust as conceptually and empirically distinct constructs: Association
with symmetrical communication and public engagement across four pairings of trust and
distrust (Kang & Park, 2017)................................................................................................. 49
, 3
Where Does My Money Go? How Online Comments on a Donation Campaign Influence the
Perceived Trustworthiness of a Nonprofit Organization (Wiencierz et al., 2015)...................51
The effects of blog-mediated public relations (BMPR) on relational trust (Yang & Lim, 2009)
.............................................................................................................................................. 52
Connecting points between (Kang & Park, 2017), (Wiencierz et al., 2015) and (Yang & Lim,
2009)..................................................................................................................................... 54
Final reflections trust............................................................................................................ 55
Golden ideas............................................................................................................................ 55
Overall connections between the articles.................................................................................58
Original connections between the articles................................................................................ 61
Real world examples................................................................................................................ 62
Three aspects of a place that shape collective sensemaking (Stensaker et al., 2021)..........64
SCSC model (Beukeboom & Burgers, 2019)..........................................................................65
Harvard CSA initiatives (Mundy, 2021)..................................................................................67
Organization leading the public – Patagonia (CSR/CSA; Mundy (2021).................................68
Seven rules of interaction between organizations and stakeholders – Patagonia (Dialogue
and engagement).................................................................................................................. 69
Mock exam questions............................................................................................................... 70
Lecture 8. Change and resistance
Lecture 8 slides. Change and resistance
1. Organizational Change – Definition & Types
Organizational change refers to any major shift or adjustment in how an organization operates,
driven by factors inside or outside the company. This transformation can affect different areas, such as:
Structure – changes in hierarchy, roles, or reporting lines
Culture – shifts in values, behaviors, or workplace norms
Strategy – rethinking goals, direction, or competitive positioning
Technology – adopting new digital tools or systems
Processes – updating workflows or procedures
Mergers & Acquisitions – combining or integrating with other organizations
Leadership – changes in who leads or how leadership is exercised
In short, it’s about adapting to new challenges or opportunities to stay effective and competitive.
Stensaker (2021): “The Power of the Platform”
Sensemaking and Change
Sensemaking is how people understand and make sense of change—they build a shared picture
of what the change means and how it affects them. It’s a process of interpreting events to figure out
what’s happening and how to respond.
Key Concepts:
Sensegiving vs. Sensemaking:
Leaders often try to shape how employees see the change (sensegiving), while employees
create their own interpretations based on their experiences and background (sensemaking).
, 4
Collective level:
Change is not just understood individually—people form shared meanings and group-level
stories (or narratives) that reflect social and emotional reactions to change.
Narratives:
These are the stories people tell about change that help them cope, assert identity, or
challenge authority. They link change to behavior and power dynamics.
Temporal dimension:
Change stories are shaped by time—some look ahead and embrace the future (progressive),
while others focus on loss or retreat (regressive). Narratives may also frame change as
gradual, sudden, or cyclical (e.g., moving forward or returning to the past).
In short: Sensemaking helps explain why people respond to change in different ways—because they
are interpreting it through personal and collective lenses of meaning, power, and emotion.
Change Narratives
Progressive narratives: View change as improvement; typically lead to change acceptance.
Regressive narratives: Emphasize loss, nostalgia, or harm; often aligned with resistance.
The Role of Place
Physical environments influence how employees interact, connect emotionally, and construct
meaning about change. Three dimensions are outlined:
1. Physical Features: Isolation, danger, or accessibility of a space.
2. Interactions Within Places: Proximity, frequency, and intensity of communication.
3. Symbolic Value: Place as a marker of identity, status, and power.
Empirical Example:
Offshore/platform employees felt disconnected and framed change regressively (loss of
tradition/status).
Onshore employees were more optimistic, interpreting change as opportunity and
modernization.
Insight:
Place can enable or constrain communication, bonding, and narrative development—making it a key
variable in collective resistance or adaptation.
Ford (2008): “Resistance to Change: The Rest of the Story”
Reframing Resistance
Traditionally viewed as dysfunctional opposition, the article argues that resistance is a sensemaking
tool, often co-constructed by change agents and recipients.
Three Key Contributions:
1. Understanding resistance as result of sensemaking by change agents
Expectation Effects
When a person strongly believes something will happen (like resistance), their actions may
unintentionally cause it to happen—this is called a self-fulfilling prophecy.
In organizational change, if managers (change agents) expect employees to resist, they may
approach them defensively, leading employees to push back—confirming the manager’s
original expectation. This is similar to the Pygmalion effect, where expectations shape
outcomes.
Self-Serving Explanations
Strategic Communication (77641SP05Y)
part 2
Lecture 8. Change and resistance.............................................................................................. 2
Lecture 8 slides. Change and resistance................................................................................. 2
The power of the platform: Place and employee responses to organizational change
(Stensaker et al., 2021)........................................................................................................... 5
Resistance to change: The rest of the story (Ford et al., 2008)...............................................8
Connecting points between (Stensaker et al., 2021) and (Ford et al., 2008).........................10
Final reflections change and resistance................................................................................11
Lecture 9. Bias.......................................................................................................................... 11
Lecture 9 slides. Bias............................................................................................................. 11
How stereotypes are shared through language: A review and introduction of the social
categories and stereotypes communication (SCSC) framework (Beukeboom & Burgers,
2019)..................................................................................................................................... 16
Poles apart: The processing and consequences of mixed media stereotypes of older workers
(Kroon et al., 2016)............................................................................................................... 19
Connecting points between (Beukeboom & Burgers, 2019) and (Kroon et al., 2016)............22
Final reflections bias............................................................................................................. 23
Lecture 10. CSR/CSA................................................................................................................ 23
Lecture 10 slides. CSR/CSA................................................................................................... 23
How to achieve sustainability? Employee’s point of view on company’s culture and CSR
practice (Kucharska & Kowalczyk, 2019)...............................................................................26
Hofstede’s cultural framework.............................................................................................. 29
From relationship management to change empowerment: Shifting Public Relations Theory
to prioritize publics (Mundy, 2021)........................................................................................ 30
Connecting points between (Kucharska & Kowalczyk, 2019) and (Mundy, 2021)..................32
Final reflections CSR/CSA...................................................................................................... 32
Lecture 11. Dialogue and engagement.................................................................................... 33
Lecture 11 slides. Dialogue and engagement.......................................................................33
Putting engagement in its PRoper place: State of the field, definition and model of
engagement in public relations (Dhanesh, 2017)..................................................................36
Social presence and digital dialogic communication: Engagement lessons from top social
CEOs (Men et al., 2018)......................................................................................................... 42
Kent and Taylor’s Dialogic Communication Theory...............................................................44
The Dialogic Internet Principles............................................................................................. 45
Connecting points between (Dhanesh, 2017) and (Men et al., 2018)...................................46
Final reflections dialogue and engagement..........................................................................46
Lecture 12. Trust....................................................................................................................... 47
Lecture 12 slides. Trust.......................................................................................................... 47
, 2
Exploring trust and distrust as conceptually and empirically distinct constructs: Association
with symmetrical communication and public engagement across four pairings of trust and
distrust (Kang & Park, 2017)................................................................................................. 49
, 3
Where Does My Money Go? How Online Comments on a Donation Campaign Influence the
Perceived Trustworthiness of a Nonprofit Organization (Wiencierz et al., 2015)...................51
The effects of blog-mediated public relations (BMPR) on relational trust (Yang & Lim, 2009)
.............................................................................................................................................. 52
Connecting points between (Kang & Park, 2017), (Wiencierz et al., 2015) and (Yang & Lim,
2009)..................................................................................................................................... 54
Final reflections trust............................................................................................................ 55
Golden ideas............................................................................................................................ 55
Overall connections between the articles.................................................................................58
Original connections between the articles................................................................................ 61
Real world examples................................................................................................................ 62
Three aspects of a place that shape collective sensemaking (Stensaker et al., 2021)..........64
SCSC model (Beukeboom & Burgers, 2019)..........................................................................65
Harvard CSA initiatives (Mundy, 2021)..................................................................................67
Organization leading the public – Patagonia (CSR/CSA; Mundy (2021).................................68
Seven rules of interaction between organizations and stakeholders – Patagonia (Dialogue
and engagement).................................................................................................................. 69
Mock exam questions............................................................................................................... 70
Lecture 8. Change and resistance
Lecture 8 slides. Change and resistance
1. Organizational Change – Definition & Types
Organizational change refers to any major shift or adjustment in how an organization operates,
driven by factors inside or outside the company. This transformation can affect different areas, such as:
Structure – changes in hierarchy, roles, or reporting lines
Culture – shifts in values, behaviors, or workplace norms
Strategy – rethinking goals, direction, or competitive positioning
Technology – adopting new digital tools or systems
Processes – updating workflows or procedures
Mergers & Acquisitions – combining or integrating with other organizations
Leadership – changes in who leads or how leadership is exercised
In short, it’s about adapting to new challenges or opportunities to stay effective and competitive.
Stensaker (2021): “The Power of the Platform”
Sensemaking and Change
Sensemaking is how people understand and make sense of change—they build a shared picture
of what the change means and how it affects them. It’s a process of interpreting events to figure out
what’s happening and how to respond.
Key Concepts:
Sensegiving vs. Sensemaking:
Leaders often try to shape how employees see the change (sensegiving), while employees
create their own interpretations based on their experiences and background (sensemaking).
, 4
Collective level:
Change is not just understood individually—people form shared meanings and group-level
stories (or narratives) that reflect social and emotional reactions to change.
Narratives:
These are the stories people tell about change that help them cope, assert identity, or
challenge authority. They link change to behavior and power dynamics.
Temporal dimension:
Change stories are shaped by time—some look ahead and embrace the future (progressive),
while others focus on loss or retreat (regressive). Narratives may also frame change as
gradual, sudden, or cyclical (e.g., moving forward or returning to the past).
In short: Sensemaking helps explain why people respond to change in different ways—because they
are interpreting it through personal and collective lenses of meaning, power, and emotion.
Change Narratives
Progressive narratives: View change as improvement; typically lead to change acceptance.
Regressive narratives: Emphasize loss, nostalgia, or harm; often aligned with resistance.
The Role of Place
Physical environments influence how employees interact, connect emotionally, and construct
meaning about change. Three dimensions are outlined:
1. Physical Features: Isolation, danger, or accessibility of a space.
2. Interactions Within Places: Proximity, frequency, and intensity of communication.
3. Symbolic Value: Place as a marker of identity, status, and power.
Empirical Example:
Offshore/platform employees felt disconnected and framed change regressively (loss of
tradition/status).
Onshore employees were more optimistic, interpreting change as opportunity and
modernization.
Insight:
Place can enable or constrain communication, bonding, and narrative development—making it a key
variable in collective resistance or adaptation.
Ford (2008): “Resistance to Change: The Rest of the Story”
Reframing Resistance
Traditionally viewed as dysfunctional opposition, the article argues that resistance is a sensemaking
tool, often co-constructed by change agents and recipients.
Three Key Contributions:
1. Understanding resistance as result of sensemaking by change agents
Expectation Effects
When a person strongly believes something will happen (like resistance), their actions may
unintentionally cause it to happen—this is called a self-fulfilling prophecy.
In organizational change, if managers (change agents) expect employees to resist, they may
approach them defensively, leading employees to push back—confirming the manager’s
original expectation. This is similar to the Pygmalion effect, where expectations shape
outcomes.
Self-Serving Explanations
