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Strategic Internal Communication: A Practitioner’s Guide to Implementing Cutting-Edge Methods for Im

An unused capital Fundamental to operations Culture Engagement Strategic communication Open communications climate Leadership that listens A feeling of "us"Strategic leadership question Definition of strategic internal communication Promising conditions - and challenges The need to update the work Weaknesses and negative consequences Serious consequences of poor internal communication Main message of this book Purpose of the book Target audience Communicating strategy and change Change or die Merge and divide New manager, new change Jumping on trends Culture change Two types of change Planned change Emergent change To change culture and values Functional stupidity Watch out for hyper culture!More focus on the product than the process Bad communication, bad change Seven typical mistakes Dealing with resistance to change Change as a project Implementing change through training Dialogue is a prerequisite for sensemaking around change Strategy deployment - a method derived from dialogue Three ways to communicate change "Hit and run"Convince, persuade and change Participation, dialogue, implementation Appreciative inquiry - start with what is good!D model Practical advice for better change work The role of the communication professionals Different actors'/stakeholders' roles Content and message Channels and methods Communication planning The manager’s communicative role Good communication leads to successful leadership Leadership in change The leader as a superhero Leadership is the result of collaboration Management communication Management's communication mandate Management's communications challenges Simplified view of communication No more than lip service The role of the communication function Management communicates the strategy Talk the walk - do not be over-confident in a ready-made strategy Communicative leadership in practice The communications role and conditions of managers Typical communication challenges for managers Managers do not lead as like they believe Prioritizing the manager's communication Managers' conditions are more important than individual preferences Communicative behavior and a definition Principles for communicative leaders Let communicative leadership be a part of the structure In the best of worlds, managers can communicate Ways to develop better management communication The coworker’s communicative role Dare to believe in your coworkers Two variations of coworkership Good relationships give more than influencers Coworkership, trust and strategic communication New opportunities for strategic internal communication Communicative coworkership in practice Coworkers as ambassadors for the organization Social media - coworkers' power is increasing Employer branding - coworkers in focus Friends and networks influence choosing an employer Employer branding is not an internal communication strategy Structure communication based on stakeholders The importance of listening to coworkers Organizational listening Brave and wise organizations Employee voice - when coworkers' opinions count Strategic listening as communication Systematize listening The communication professional’s role and assignment Development of the role through history The communicator as a strategic partner Service role gives communication professionals a low status Expectations affect the role Create new expectations Low ambitions and multifaceted - a survival strategy?Lack of relevant measurements prevents professionalization Power in the right context A seat at the management table Change the role - deliver something else Important to understand your own role Do things right or do the right things?The art of being both strategic and operative What distinguishes an excellent communications department?Value creation - a new focus for communication professionals Communication professionals and competence Internal communication - not for beginners What do communication professionals need to know more of?Digital communication The rise and fall of the intranet?Slow development of the intranet The full potential of the intranet goes unused Communication professionals love news Technology determines news value Three ways to use internal digital media The dream of a social intranet Self-censorship is a common obstacle Who "runs" the intranet is important?Wrong level and lack of resources Users need help to fully utilize the platform Are managers ready to let coworkers contribute?Strategic work with digital communication Measuring communication The value of communication Why is the value questioned?The art of measuring communication Don't be tempted to make it easy Stop feeding the beast A model for measuring communication - CVC Enable daily operations Build immaterial values Ensure flexibility Adapt the strategy Quality before quantity, even for measurements Coworker surveys are not enough Meetings are seldom measured Tips for better measurement of internal communication Good internal communication creates successful organizations Broaden the view of strategic internal communication Trust and an open communication climate Now it is the coworkers' turn Change communication - a core competence Internal communication is not for beginners From channel expert to leader of development Collaboration is top priority New technology and Al changing our world Activity-based - pluses and minuses Demands on independence and communication responsibility go up Wins and losses Sensemaking - still top priority Make small victories your strategy rather than simple solutions Endnotes

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Definition of strategic internal communication
When we speak about internal communication in this book, we mean the following: Strategic internal communication is the conscious and constantly reflective work with communication in the organization that supports, drives, develops and changes the strategic direction of the organization. We are well...
(Strategic Internal Communication: A Practitioner’s Guide to Implementing Cutting-Edge Methods for Improved Workplace Culture)
New opportunities for strategic internal communication
Coworkership thus creates new opportunities to work with internal strategic communication. Strong stakeholder relationships are a basic premise for an organization’s long-term success. Today's social media grants new opportunities to communicate with various stakeholders, thereby creating, maintaining...
(Strategic Internal Communication: A Practitioner’s Guide to Implementing Cutting-Edge Methods for Improved Workplace Culture)
Broaden the view of strategic internal communication
In order to reap the previously described rewards, you do not need to give more information. Most often, the opposite it true - more information creates more uncertainty and confusion. Complex situations are most often ambiguous, and information itself does not solve the problem. Instead, have people...
(Strategic Internal Communication: A Practitioner’s Guide to Implementing Cutting-Edge Methods for Improved Workplace Culture)
Heuristics for communicating science, risk, and crisis: Encouraging guided inquiry in challenging rhetorical situations—the CAUSE model of strategic crisis communication
Consider the following: • a young couple announces their pregnancy to their families. They explain that they will not work with the hospitals and doctors in their community. They have chosen to have a midwife and a doula assist a home birth • according to the Alzheimer’s Association, 5.7 million...
(The Routledge Handbook of Language and Science)
Managing internal communications
Internal communications are frequently forgotten but if done well can make the difference between success and failure of a business initiative. Internal communications enable business engagement, particularly for SRM if the business is to be aligned towards a single cause, prevent a unified front to...
(Supplier Relationship Management Supplier)
Internal Communication, Culture & Brand
As we saw in previous chapters, it took SCT some time to analyze the status of their brand and where they needed to make changes. The key to their analysis was looking at the “As Is” Buying Decision Model™ (or “As Is” BDM™) and comparing it to the “To Be” BDM™, which then allowed the...
(Market Entry into the USA)
Internal Communications
Concurrent to the policies, procedures, standards, guidelines, and privacy rules being developed, a communications plan should be developed to ensure that all members of the enterprise know that the privacy policies are, which standards and guidelines exist, where to find them, what they are, why they...
(The Privacy EngineerвЂ™s Manifesto)
The Subsidiary Responsibility of the International Community Under Public International Law
The foregoing analysis from the perspective of political morality has shown that a uniquely state-based approach is unable to cope with the problem of governance in and by fragile states. Public international law, too, must take this finding into account. As will be shown, there are ways to do so within...
(Governance Without a State?: Policies and Politics in Areas of Limited Statehood)
The mechanism of synergic communication between two systems of signifiers. The international communication of the Chinese media
With the promulgation in 2011 of the Blueprint of Outbound Development of China ’s Press and Publication Industry,1 China’s media organizations have stepped up their efforts in recent years to seek expansion and development on a global scale. So far, CCTV alone has landed in over 171 countries...
(China in Symbolic Communication)
The symbolic image of the Chinese media in international communication
The impact produced by the disparities between two systems of signifiers Micro signifiers are the means whereby the audience can gain the most immediate understanding about the media whereas the macro signifiers shape the audience’s judgment about the media, a judgment which will remain in the...
(China in Symbolic Communication)