Premaster thesis Ronald Schep - start talking when one should listen

THE FUNCTION WHICH COMMUNICATION FULFILS DURING ORGANISATIONAL CHANGE
PREMASTER THESIS
Start talking when one should
actually listen
A literature review of the impact of storytelling on
communication during organisational change
VU University Amsterdam
Faculty of Economics and Business Administration
Specialisation: Management Consulting
Student name: R.J. Schep
Student number: 2521964
Student e-mail: ronaldschep@hotmail.com
First supervisor: Dr. H.S. Heusinkveld
Second supervisor: Dr. M.J.J. Wolters
Date: June 2013

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“I live in a world of others’ words. And
my entire life is an orientation in this
world, a reaction to others’ words”.
BAKHTIN’S (1986, P. 143)

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Abstract
Purpose: This thesis has reviewed the function of communication during
organisational change in two different literature areas. The organisational change literature
and the storytelling literature are searched for the most common reported functions of
communication. The reported functions of communication could, according to this thesis, be
derived from a more fundamental underlying concept. With regard to the underlying concept,
a distinction is made between a mono- and polyphonic perspective. This thesis will examine
how the polyphonic perspective could enrich the monophonic perspective, with a special
focus on the function that communication takes in within a change process. Results:
Nowadays still many organisations use a form of monophonic communication during
organisational change. A communication approach which is specifically developed for a
change process, with the aim to steer and support the change program and to repetitive
communicate the, usually by management, predetermined change goals. In a polyphonic
perspective, management mainly focuses on facilitating and coordinating multiple voices into
a harmonious organisational sound instead of directing and implementing a single ‘change’
voice. It also uses, to speak in Boje’s terms, the already existing blood vessels to transport
change thoughts into the core of an organisation. Conclusion: The polyphonic approach can
be used to enrich the organisational change process by strengthen shared meaning and
enhances collective action through amplifying single voices and eventually listen to the
organisational orchestra. It is not that the functions of communication, reported in the
storytelling literature could replace the once that are reported in the organisational change
literature, but the latter can work more effectively when they make use of the vessels of
change to the reach the organisation in its heart. In this way the existing conversations serve
as the basis on which the change message reaches the centre of the organisation.

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Table of contents
1. INTRODUCTION.............................................................................................................................5
1.1 PROBLEM STATEMENT...................................................................................................................5
1.2 PURPOSE........................................................................................................................................7
1.3 PRACTICAL & SCIENTIFIC RELEVANCE..........................................................................................8
1.4 EXPLANATION OF THE THESIS STRUCTURE ...................................................................................9
2. THEORETICAL FRAMEWORK................................................................................................10
2.1 ORGANISATIONAL CHANGE.........................................................................................................10
2.1.1 Organisational change communication...............................................................................11
2.1.2 Functions of communication during organisational change ...............................................13
2.1.3 Recapitulation......................................................................................................................15
2.2 STORYTELLING............................................................................................................................16
2.2.1 Organisational change storytelling .....................................................................................17
2.2.2 Functions of storytelling during organisational change......................................................20
2.2.3 Recapitulation......................................................................................................................22
3. RESULTS ........................................................................................................................................23
3.1 DIFFERENT ROLE THAT COMMUNICATION TAKES IN WITHIN ORGANISATIONAL CHANGE..........23
3.1.1 Monophonic approach.........................................................................................................23
3.1.2 Polyphonic approach...........................................................................................................25
3.1.3 Recapitulation......................................................................................................................26
4. DISCUSSION AND CONCLUSION ............................................................................................27
5. LIMITATIONS AND RECOMMENDATIONS..........................................................................29
REFERENCES....................................................................................................................................30

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1. Introduction
Organisations are in a constant flux with the environment. The growing complexity and
rapidly changing environment requires organisations to change themselves in order to survive
(Bordia, Hobman, Jones, Gallois, & Callan, 2004; Gordon et al., 2000; Heijden, 2005;
Johansson & Heide, 2008; By 2005). Lewis (2000) states that as a result of this constantly
changing environment organisations make small to big changes at least once in every five
years. Since organisations still struggle to cope with change (Rafferty, Jimmieson, &
Armenakis, 2012), the interest from practitioners and scientists in this topic has kept growing,
leading to a wide variety of literature for both practitioners (management literature) and
scientists. Organisational change has become central theme for many practitioners, experts,
change agents, gurus and academics.
Despite the expanding literature, training courses, conferences and greater attention to
organisational change, many change attempts still do not succeed (Elving, 2005). This raises
an important question, why do change initiatives fail? This question raises even more
questions; is a single answer even possible? Would a single answer solve all the problems
and turn failures into successes? Strangely enough, the latter question has attracted limited
attention (Burnes, 2011). A reason for that could be that many factors affect success or
failure, such as experiences in the past, lack of trust in capabilities of management, failing
communication, organisational culture, timing, role of change agents and so on (Elving,
2005; Ford, Ford, & McNamara, 2002). This premaster thesis will focus on the use of
communication during organisational change.
1.1 Problem statement
Change communication has been an interesting research topic for various academic
disciplines, where much attention is given to the importance of effective communication

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during organisational change. Lewis (1999) for example, has found evidence for a strong link
between communication and organisational change. The importance of internal
communication during change has also been addressed in many studies (Elving, 2005; Ford
& Ford, 1995; Johansson & Heide, 2008; Vuuren & Elving, 2008). Even the link between
failing change initiatives and shortcomings in internal communication has been emphasized
in recent research (Elving, 2005; Johansson & Heide 2008; Lewis, 2000). These studies have
clearly stressed the importance and function of communication during organisational change.
However, most of the studies, within the organisational change communication literature start
from a planned organisational change perspective; one where communication is presented as
a standalone phase within a linear change process (Gordon, 2000). The work of (Ford &
Ford, 1995; Kotter, 2007; Lewis & Seibold, 1998) lays a solid foundation for this theory and
approach.
Although the importance of communication in organisational change is generally
agreed upon, the specific functions that ‘change communication’ acquires within the
organisational change literature in relation to the functions that communication acquires
within the storytelling literature is still left underexposed. Within organisational change
literature, communication is generally viewed as monophonic. For example, reducing
uncertainty by providing transparent and useful information relevant to the change process. It
is top down and functional (Bordia et al., 2004; Elving, 2005; Johansson & Heide, 2008;
Jones et al., 2004). . Storytelling literature, conversely, attends to focus on polyphonic
communication. A generally accepted idea, within storytelling literature, is that change comes
from the inside of an organisation and dialogues are perceived as the starting point of the
change itself. Thus, the role of communication is deeper and richer; in the fact
communication is itself a catalyst for organisational change (Barker & Gower, 2010; Boje,

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2012; Brown, Gabriel, & Gherardi, 2009; Buchanan & Dawson, 2007; Denning, 2008; Jabri,
Adrian, & Boje, 2008; Langer & Thorup, 2006).
This paper aims to fill the gap in the functionality that can be assigned to
communication in the organisational change literature by reviewing the given functionalities
of communication during organisational change in the storytelling literature.
Therefore, this thesis will address the following central question:
‘Which role, according to the organisational change literature, does communication takes in
during organisational change and how could insights from the storytelling literature enrich
this approach?
The following sub-questions are formed to find an answer to the central question; (1)
what are the main functions and purposes of communication during organisational change, as
described in organisational change literature. (2) What are, in the storytelling literature, the
main functions and purposes of communication during organisational change? (3) To what
extent do these two visions differ and how can the storytelling vision enrich the
organisational change communication vision? These sub-questions will form the basic
structure of this thesis.
1.2 Purpose
It is the purpose of this thesis to review the existing literature about communication
during organisational change and search for functionalities of communication in the
storytelling literature which could enrich the present communication approaches, described in
the existing organisational change literature. The choice for analysing the storytelling
literature lies in the fact that it starts with a different view on communication and
organisational change. In the storytelling literature, organisational communication is defined
as a kind of living organism which is the driving force behind organisational change (Jabri,
Adrian, & Boje, 2008). It takes continual organisational dialogues as starting point for

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organisational change, instead of organisational change process itself (Johansson & Heide,
2008). Thus communication is no longer a part of the change process but the process itself.
This could give a better understanding of the vital role that, the already present organisational
communication, takes in within the organisational change process. Which ultimately could be
used to improve change communication through insights gained from a storytelling
perspective and this thesis could be used as a guide for more empirical research.
1.3 Practical & scientific relevance
As already stated, the importance of communication during organisational change has been
repeatedly concluded by many scholars (Jones, Watson, Gardner, & Gallois, 2004; Lewis &
Seibold, 1998). Communication has the attention of practitioners as well as scientists, even
though communication approaches to change remain underdeveloped, (Johansson & Heide,
2008). Both research areas, storytelling and organisational change, have often been linked
together(Barker & Gower, 2010; Boje, 2001; Langer & Thorup, 2006; Parkin, 2004). But
there is hardly any research been done on how the findings from the storytelling literature
could enrich the findings in the organisational change communication literature. This thesis
hopes to contribute to the literature by linking both research fields on a very specific theme.
This thesis is also relevant for practitioners who are coping with organisational
change. Balogun & Hope Hailey (2004), Daly, Teague & Kitchen (2003) and also Langer &
Thorup, 2006, report that almost 70 per cent of all change initiatives fail1
. The outcomes of
this literature study could help practitioners in the forming of new insights about the
functionalities that communication can fulfil in times of organisational change. This thesis
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The reported percentages vary vastly, thus Burnes (2011) has investigated those percentages and concludes
that there is little empirical research available to support the statements. He argues that there are three reasons to
explain the differences; (1) Scientists dictate a high rate but give no supportive evidence, (2) Percentages are
determined on the basis of literature reviews and (3) Research that is sustained by empirical research. The latter
seems to be the most reliable, but Burnes (2011) indicates that it is very difficult to perform a pre and post
measurement, and which makes it complicate to estimate a percentage. Yet it can be assumed that many change
projects fail to achieve the desired change (Kotter, 2007).

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has a special focus on communication during organisational change, although many other
factors could influence the failure or success of organisational change, and thus contributes to
that aspect alone.
1.4 Explanation of the thesis structure
This thesis is structured as follows: the first part will be an exploration of relevant literature.
The current literature about communication during organisational change and the storytelling
literature will be reviewed, analysed and discussed to examine the functionalities that
communication is given during organisational change. After those two sections, as the central
part of this thesis, chapter three will be used to analyse the findings. The analysis will be
based on a review to what extent the presented functions of communication can be traced
back to a single underlying concept. The criteria will be based on the, earlier presented,
monophonic and polyphonic concepts. These theories are retrieved from the organisational
change and storytelling literature. Finally, the limitations of this thesis, the main conclusions
and recommendations for further research will be described.

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2. Theoretical framework
Organisational change communication, with a specific focus on the function of
communication during organisational change processes, is the overarching theme of this
thesis. This chapter starts with an introduction into organisational change communication by
presenting an overview of the current state of theory in relevant organisational change
literature. After that the storytelling literature will be presented, as both literatures will be
reviewed in this chapter.
The storytelling and organisational change literature are already linked by many
authors (e.g. Boje, 1991a; Boje, 2012; Boyce, 1996; Brown, Gabriel, & Gherardi, 2009;
Buchanan & Dawson, 2007; Dietz, 2004; Ford, Ford, & D’Amelio, 2008; Kotter & Cohen,
2002; Langer & Thorup, 2006). Especially the focus on communication has been a topic of
interest for many scholars (Barker & Gower, 2010; Boje, 2001; Langer & Thorup, 2006;
Parkin, 2004). Both of these literature areas can be connected with each other on the basis of
the fact that they take the communication as the centre. The storytelling literature, by how
communication will form and reform organisations. And in the organisational change
literature on how communication takes shape within the change process.
First of all the, function and focus of communication during organisational change
will be described. The main approaches and thoughts will be highlighted. Secondly the main
focus of communication during organisational change in the storytelling literature will be
discussed.
2.1 Organisational change
A large amount of organisational change literature focuses on change management. Change
management is, according to By (2005), the ongoing process of challenging an organisation
to keep up with the ever changing, internal and external demands. Lewin was one of the first

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who introduced a three-step model to support this process. He defined an organisational
change process into an unfreezing, moving (change itself) and refreezing part (Johansson &
Heide, 2008; Vuuren & Elving 2008). Many change approaches are based on this primarily
model of Lewin (Erwin & Garman, 2010), includig the change model of Kotter (1995), who
defined an eight-step model that leaders could follow to successfully implement change (e.g.
Appelbaum, Habashy, Malo, & Shafiq, 2012; Erwin & Garman, 2010). Kotter’s model is
cited, is not because of the scientific value, which is low due to the lack of rigours
fundaments, but because it has been a very successful management model for a long period
(Appelbaum et al., 2012). Kotter also recognized that communication plays a vital role in the
success or failure of organisational change and has devoted a whole step to communication
(Johansson & Heide, 2008). Many successive communication models and approaches are
derived from step four of his model: “communicate the change vision – tell people, in every
possible way and at every opportunity, about the why, what and how of the changes”
(Appelbaum et al., 2012: 766). Jones et al. (2004) agrees and states that communication needs
to gain a central position within the change process. The importance becomes clear in the
sense that, when communication takes in a central place, the organisational change process
becomes easier to manage (Jones et al., 2004).
2.1.1 Organisational change communication
Lewis (1999: p 45) in Jones et al. (2004) state that “communication and organisational
change are inextricably linked processes.” But before we look at the functions that
communication fulfils in a change process it is important to examine the role communication
takes in within the change process itself. The latter is important because most of the functions
of communication will be based on the role which communication takes in within the change
process. Many reported functions of communication during organisational change are thus a
result of the purpose that communication fulfils within the entire process.

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In the organisational change literature, communication within organisation change
processes is often perceived as a standalone ‘unique’ sort of communication. It is special in
the sense that it is only activated when an organisational change project is in place and is not
used during the normal functioning of a stable organisation. In addition, this form of
communication does not make use of the dialogues that already exist within organisations.
This is also reflected in the rational perspective, where change is perceived as a linear process
in which communication is linearly managed (Johansson & Heide, 2008). In the same way,
according to Kotter’s earlier presented model, steps need to be followed, by top management,
linear and in proper sequence (Appelbaum et al., 2012). Communication thus occupies a
specific time and place within the organisational change process. Similarly, Elving (2005) has
found that the function of communication during organisational change is based on a top-
down communication perspective. Elving recognises communication as an integral part of the
change process and strategy, which indicates that change communication is perceived as a
special sort of communication. Lewis (2006) has found, in line with Kotter’s ‘communication
step’ and the top-down view of Elving, that it is really important for leaders to communicate
transparent change visions.
The above presented approaches can be summarised by the term, monophony (Greek
for “single sound”) because they are more, traditional orientated, top-down directed forms of
communication which are based on the rationalistic models of the 1950s and 1960s (Heijden,
2005; Langer & Thorup, 2006). Monophonic communication has its origins in a more
rationalist approach, where ‘predict & control’ are the leading organisational tools (Heijden,
2005; Langer & Thorup, 2006). According to Langer & Thorup (2006), monophonic
communication reflects the rationalist paradigm in the sense that management vision and
values are top-down communicated. The sender (top management) aims to steer its

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organisation through uncertainty during the organisational change, in order to create
community and reduce resistance (Langer & Thorup, 2006).
This monophonic vision thus supports a one-way, top-down, standalone form of
communication to steer organisations through the organisational change process.
2.1.2 Functions of communication during organisational change
Functions of communication, in the organisational change literature, will derive from a more
traditional directed communication approach. In the change literature many functions of
communication during organisational change are described from that starting point, therefore
it is important to remember that the interpretation which is given to these functions are based
on a more monophonic vision. Table 1 shows the different functions of communication
during organisational change, given by various authors. The most important will be discussed
below.
Table 1
Display of the, in the organisational change literature found, functions of communication
during organisational change
Function Authors #
Provides information Barrett (2002); Bordia, et al. (2004); Elving (2005);
Ford & Ford (1995); Gilly, Gilly & McMillan
(2009); Lewis & Seibold (1998); Lewis, et al.
(2006); Proctor & Doukakis, (2003)
8
Reduces uncertainty Bordia, et al. (2004); Elving (2005); Ford & Ford
(1995); Jones, et al. (2004); Proctor & Doukakis,
(2003)
5
Justifies change Bordia, et al. (2004); Elving (2005); Ford & Ford
(1995); Lewis, et al. (2006); Proctor & Doukakis,
(2003)
5
Motivates employees Barrett (2002); Ford & Ford (1995); Gilly, Gilly &
McMillan (2009)
3
Provides reinforcement Barrett (2002); Ford & Ford (1995); Gilly, Gilly &
McMillan (2009)
3

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Creates community Barrett (2002); Bordia, et al. (2004); Elving (2005) 3
Reduces resistance Barrett (2002); Elving (2005) 2
Creates participation Bordia, et al. (2004); Lewis, et al. (2006) 2
Provides feedback Gilly, Gilly & McMillan (2009) 1
Announces change Ford & Ford (1995); 1
Note: # refers to the number of sources containing the function (not exhaustive)
Provides information. Many authors state that ‘providing information’ is a main
function of communication during organisational change. This premise is deepened by the
addition that Gilly, Gilly & McMillan (2009) argue, that leaders and change agents must
provide employees with relevant information in order to increase the acceptance and
participation in change processes. Lewis & Seibold (1998) go further to say that information
is also to assist in understanding and dealing with organisational change processes, .
Reduces uncertainty. One of the key challenges in organisational change is coping
with uncertainty. The word ‘change’ indicates that there is a rupture with the status quo,
which is the main source of uncertainty (Appelbaum et al., 2012; Ford et al., 2002; Rafferty
et al., 2012). Elving (2005) therefore state that supportive communication, during
organisational change, reduces uncertainty. This statement is followed by many other authors
(see table 1) including to Jones, et al. (2004) who found that effective communication reduces
uncertainty about change.
Justifies change. The recognition of the necessity and decision for organisational
change is often made by top management. From there it seeps slowly into lower levels of the
organisation, first senior management, middle management and then employees. Thus
management needs to create widespread understanding about why change is necessary in
order to succeed. Communication is the right tool for this; “ensure clear and consistent
messages to educate employees in the company vision, strategic goals, and what the change
means to them” (Proctor & Doukakis, 2003). Barrett (2002: 220).

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2.1.3 Recapitulation
The most common reported functions of communication during organisational change are
presented above. But it must be noted that only a selection of the available literature is
reviewed. Therefore the list is not exhaustive and more functions of communication can be
found in the literature. However it is a good starting point for this explorative thesis.
From the monophonic paradigm the functions of communication are essentially
formed from a top-down perspective. The main presented functions have mostly to do with
the transfer of thoughts, ideas or initiatives from top management to middle management and
eventually to the employees. In general, in almost all the reviewed literature, authors suggests
that it is vital to the success of a change program to keep employees well informed. It is
generally assumed that, in all the presented functions of communication, the way in which
management communicates with the employees, defines the outcome of a change program. A
well-supported premise, in line with this, is that when information is offered the
implementation problems will disappear (Johansson & Heide, 2008). The ability to change
and steer behaviour through communication is largely accepted. In this review of
organisational change, communication is thus presented as a crucial tool to inform, reduce
and change. Communication is seen as an instrument to organise and control organisational
change. Therefore communication programmes are created to support the internal
communication processes in order to ensure the success of an organisational change program
(Barrett, 2002). The ability to control and steer gives communication a central role to the
change program, from which the functions of communication are derived.

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2.2 Storytelling
Storytelling is a widely used concept in many different scientific disciplines. Within the
storytelling literature social science, psychology, organisational science and many others
have contributed to a vast amount of interdisciplinary storytelling literature (Boyce, 1996;
Rhodes & Brown, 2005). Storytelling has been a broad research topic for many different
scientific disciplines. This interdisciplinary lens has provided a variety of themes, definitions
and applications of storytelling (Boyce, 1996). The literature reveals that three definitions of
storytelling are often quoted. The first definition of storytelling that will be presented is the
one that Boje uses; “collective storytelling system in which the performance of stories is a
key part of members sense-making and a means to allow them to supplement individual
memories with institutional memory” (Boje, 1991b: 106). A more comprehensive definition
from the same work of Boje is: “an oral or written performance involving two or more people
interpreting past or anticipated experience” (Boje, 1991b: 111). The second definition is used
by Czarniawska (1997: 78), “stories are essentially structuration mechanisms that order the
world through plot lines and similar structural qualities”; and the third is from Gabriel (2000:
239); “Stories are narratives with plots and characters, generating emotion in narrator and
audience, through a poetic elaboration of symbolic material.” The difference between the
definitions could be explained by the fact that the multidisciplinary lenses have created
various frames of references or paradigms (Boyce, 1996). Czarniawska and Gabriel see
stories as a mechanism in which people order the world around them, linear structured with a
beginning, middle and plot,while Boje indicates that stories are fragmented, non-linear and
fluent(he is drawing on Bakhtin’s theory of multivocality). This thesis will follow Boje’s
definition of the ‘polyphonic’ view.

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2.2.1 Organisational change storytelling
Storytelling is used as a management support in many organisational areas. Just to name a
few: introducing change, managing change, internal communication and organisational
learning (Barker & Gower, 2010; Gabriel, 2000). To further understand the function of
storytelling during organisational change, it is necessary to understand which role storytelling
takes in within the organisation and in specific within the change process. Boje (1991a: 8)
states: “stories are the blood vessels through which change pulsates in the heart of
organisational life”, which is an indication of the role that communication, and in specific
storytelling, fulfils within a change process. It grabs the heart of organisational life, which
means that it works from the inside of the organisation. It uses, to speak in Boje’s terms, the
already existing blood vessels to transport change thoughts into the core of an organisation.
In the reviewed literature, storytelling is often perceived as a rich communication
form. Many different functions, definitions and roles are ascribed to storytelling during
organisational change. But the main, and most significant, difference between the
perspectives of the organisational change literature and the storytelling literature is that
effective communication, in the storytelling literature, is perceived as dialogical (Auvinen,
2012; Barker & Gower, 2010; Boje, 1995; Boje, 2012; Brown et al., 2009; Buchanan &
Dawson, 2007; Jabri et al., 2008; Rhodes & Brown, 2005). Change communication, in the
organisational change literature, is also perceived as a form of exchange between sender and
receiver. The difference between the two theories lies in the fact that in the organisational
change literature dialogues are used to convey the management message, while in the
storytelling literature dialogues serve as the starting point of change, thus bottom-up rather
than top-down.
Dialogical communication is defined by Jabri et al., (2008) as the ongoing process of
co-creating reality by sender and receiver. In organisational research, dialogical organisations
are perceived as decentralized and collaborative in nature (Boje, 2012).

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The dialogical way of organising and interpreting communication has a close
connection to the polyphonic (Greek for “many sounds”) paradigm. Polyphonic organisations
are, according to Hazen (1993) cited in, Kornberger, Clegg, & Carter (2006); organisations
that are constituted by many voices (stories). This polyphonic vision changes the way that
organisations and management approach organisational change. Instead of top-down
managing, designing and controlling change, they just start listening to the organisational
dialogues (organisational stories) in which change occurs.
The person who lit up the communication research field is Bakhtin (Jabri et al. 2008).
Bakhtin was a Russian philosopher and a linguistic critic who reviewed i.a. Dostoevsky’s
novel (in Problems of Dostoevsky's Poetics) and concluded that multiple voices could be
heard, hence he explored the notion of polyphony (Kornberg et al., 2006). – It reaches far
beyond the scope of this study to analyse Bakhtin's theory further. But it is important to
mention Bakhtin’s work because it has influenced many other studies –
In the light of this thesis the polyphonic or dialogical way of interpreting
communication opens new perspectives to organisational change. In a polyphonic
perspective, management focuses on facilitating and coordinating multiple voices into a
harmonious organisational sound instead of directing and implementing a single ‘change’
voice; the latter is moreover derived from the organisational change literature (Langer &
Thorup, 2006). Where listening is the key to successful organisational change, all members
should be encouraged to interact. An important implication of dialogism is that management
allows employees to participate in the change process, through the process of coordinating all
the single voices. The polyphonic approach thus, in theory, could make better use of
individual qualities, because management needs to listen to all individual voices (Jabri et al.,
2008). This is closely related to the thoughts of Johansson & Heide (2008) who point out that
a change program will continually be modified and adapted by organisational members,

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through communication. It is an ongoing dialogical communication process between
management and organisation. In the polyphonic approach change thus occurs through and in
communication. Achieving change, in this method, is not a process in which communication
is used as a tool, but a process that is generated, formed and sustained through and in
communication. That is in line with the thought of Boje (1991b), he sees organisations
occurring in and through communication and in specific through stories. Boje and Denning
find each other on this subject in the sense that Denning (2000) state that when companies
encourage cooperation through storytelling, the dialogue in which reality is co-constructed,
communication creates shared meaning and strengthen shared action This builds on the idea,
which is generally accepted within the storytelling literature, that organisations are formed
and reformed through communication. In line with this, change comes from the inside of an
organisation, in which dialogues or stories, are perceived as the starting point of the change
itself (Brown et al., 2009; Jabri et al., 2008; Langer & Thorup, 2006). Langer & Thorup
(2006) express it even stronger, successful change can’t be based on standardisation and top-
down communication. Successful organisational change is only possible when each single
voice has the opportunity to express itself and contribute to the process, this gives ultimately
a feeling of commitment and ownership.

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2.2.2 Functions of storytelling during organisational change
The function of storytelling, during organisational change, will be derived from the
polyphonic paradigm. Table 2 shows the different functions of storytelling during
organisational change that are found in the reviewed literature. The most important will be
discussed below:
Table 2
Display of the, in the storytelling literature found, functions of communication during
organisational change
Function Authors #
Creating consensus Allan et al., 2002; Barker & Gower, 2010; Boje,
1991a; Brown et al., 2009; Denning 2011;
Taylor et al., 2002
6
Sense making Boje, 1991b; Boje, 2012; Boyce, 1996; Rhodes
& Brown, 2005; Taylor et al., 2002
5
Enhances learning Barker & Gower, 2010; Czarniawska, 1997;
Forster et al., 1999
3
Provides information Forster et al., 1999; Rhodes & Brown, 2005;
Taylor et al., 2002
3
Co-creating vision and strategy Boyce, 1996; Heijden, 2005; Taylor et al., 2002 3
Solving problems Rhodes & Brown, 2005; Taylor et al., 2002 2
Motivates Barker & Gower, 2010; Taylor et al., 2002 2
Develops shared experiences Boyce, 1996; Rhodes & Brown, 2005 2
Raises organisational awareness Gabriel, 2000 1
Reduces complexity Taylor et al., 2002 1
Note: # refers to the number of sources containing the function (not exhaustive)
Creating consensus. A main function of communicating during organisational change
is creating consensus. People, in a polyphonic led organisation, try to create reality through
dialogues (Taylor et al., 2002). This two-way form of communication automatically seeks
consensus, because reality is co-constructed in the interaction (Jabri et al., 2008). Most

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authors state, see table 2, that ‘creating consensus’ is a main function of communication in a
polyphonic organisation.
Sense making. Organisations emerge from networks of narratives, seen from a sense
making perspective to organising (Jones et al., 2004; Rhodes & Brown, 2005). This
perspective allows different potential meanings to emerge. In line with the polyphonic
approach, sense making through storytelling thus recognizes pluralisation. Sense making is
important in times of organisational change, because a fracture in the status quo accelerates
the sense making process (Boje, 2012; Boyce, 1996). Interestingly Rhodes & Brown (2005)
note that storytelling, or stories are a means to interpret the meaning of events, which could
help management to organise the change process.
Enhances learning. Barker & Gower (2010) note that organisational learning evolves
through dialogue. Multiple realities exchange through communication and therefore people
are able to revise their own reality, which enhances learning. Further they state that improved
learning will help both employees and organisation to build relationships and improve
collaboration. Stories can be used to refine this process and improve individual thinking,
attitudes and behaviour towards the change process (Forster et al., 1999). The link with
change is important because stories can act as change catalysts. Forster et al. (1999) argue
that stories generate credibility and encourage behavioural and attitudinal shifts.

22
The functions of communication during organisational change, retrieved from the storytelling
literature, are presented above. It is also worth noting that it is not the intention of this thesis
to provide an exhaustive list of functions. The focus of this thesis is how communication fits
in a change process.
From the polyphonic paradigm the functions of communication are essentially
conceptualised in a cooperative perspective. Almost all the presented functions of
communication are based on duality, whereas reality is constructed between people who are
communicating. This dialogical communication takes in a prominent part within a change
program. That is because it is, in the storytelling literature, generally accepted that change
occurs through communication. Olson (2001) argued that change happens by connecting with
and through employees, and not through top-down control. Thus, to improve and achieve
better change results, management must, according to Olson (2001), engage in the ongoing,
already present, organisational dialogues, to enrich new and shared meaning which will help
the organisational change process (Taylor et al., 2002). In this review of organisational
change communication, storytelling is not regarded as a tool, which simply can be used to
improve the organisational change outcomes. Rather, storytelling can be used to enrich the
organisational change process by strengthen shared meaning and enhances collective action
through amplifying single voice and eventually listen to the organisational orchestra.
Communication, during organisational change in the storytelling literature, should therefore
not be seen as a tool to strengthen the process. Communication is the manner in which
organisations change, the starting point of the change itself. Change is a process where
everyone is involved and has their own opinion, from top-management to employees and
external shareholders. Hooking into current organisational dialogues is, therefore, of great
importance.

23
3. Results
For a better understanding of this chapter, it is good to state the purpose of this thesis again.
This thesis has an explorative character where’, on a conceptual/theoretical level the role that
communication takes in within an organisational change process, in two different literature
areas, is reviewed. In this chapter the findings of the literature study will be discussed. The
previous chapters have highlighted the different functions of communication, during
organisational change. This chapter will be used for analysing the basic underlying concept
on which the functions of communication are built. As stated previously, the functions of
communication can be traced back to underlying monophonic & polyphonic concepts and
will therefore be analysed in this chapter to form answers to the sub-questions. Ultimately
this will form the theoretical body to find an answer to the main question. To gain a deeper
understanding of the conceptual enrichments that both approaches can deliver, it is necessary
to separate both theories and to exclude the implication of the persistent practice, in order to
gain a clearer vision. To further understand where the storytelling literature, with a
polyphonic perspective, could enrich the organisational change literature, with a monophonic
perspective, the results of both perspectives will be reviewed.
3.1 Different role that communication takes in within organisational change
This thesis will examine how the polyphonic perspective could enrich the monophonic
perspective during organisational change, with a focus on the function that communication
takes in within a change process.
3.1.1 Monophonic approach
Nowadays still many organisations use a form of monophonic communication during
organisational change. A explanation for the use of a more monophonic approach lies in the
fact that many functions of communication, which are derived from the monophonic concept,

24
have proven their functionality. A good example of this is the important function of providing
information during organisational change, which is one of the key functions of
communication described in the organisational change literature. It is therefore not righteous
to neglect the value of the monophonic approach. The described functions of communication
are important means for those who are implementing organisational change and the effect of
communication on the outcome of a change program are also comprehensively described by
for example Elving (2005). Thus it is not the purpose of this thesis to solely criticise the
monophonic approach and its arising functionalities. The main point is that there is only one
voice to be heard; i.e. the voice of management and that the communication program is
separated from the already existing organisational communication infrastructure. A result of
this is that in this more directive way of communicating, the potentiality of the functions of
communication are not fully exploited. They do not come to full advantage in a more
monophonic approach because this ‘unique’ communication form is solely used in existence
of organisational change. A communication approach which is thus specifically developed for
a change process, with the aim to steer and support the program and to repetitive
communicate the, usually by management, predetermined change goals. It starts with the
organisational change goals in mind when it searches for the most effective means of
communication to achieve those goals. This starting point deteriorates the potentiality of
communication, and its functions, during organisational change. Because it takes not the full
advantages of the existing organisational dialogues, this is because it mainly separated from
the already existing communication patterns. From the presented functions of communication
during organisational change it could be concluded that, in a single voice approach, there is
hardly any room for dialogue between employees and management.

25
3.1.2 Polyphonic approach
The storytelling literature starts from a perspective that change occurs in and through
organisational communication. The presented functionalities from communication during
organisational change are also derived from this perspective. Which ultimately are derived
from a more collaborative perspective in which multiple voices are allowed to be heard. The
most important implication of this approach is that management should support and stimulate
organisational dialogues. Because, as stated earlier, dialogues are the vessels through which
ideas and thoughts can reach the organisational hart. The focus on dialogical communication
literally gives space to the rise of change from the inside, the hart, of an organisation. It
means that dialogues become the eyes and ears of change agents and management team,
instead of imposing a single monophonic voice (Jabri, 2008). In this manner change agents
and management only need to hook in into the already existing organisational dialogues to
carry out their organisational change ideas. But more importantly, the dialogical way of
communicating also states that one must listen very carefully. Because for example,
resistance to organisational change will find its way back in the form of organisational
narratives. The embedded organisational infrastructure can thus be used to steer and change
the stories that are told, also the negative ones. Because if dialogues shape a organisational
change process and its outcomes, than this gives the management the ability to manage
communication by scripting the narratives (Buchanan & Dawson, 2007). Eventually this
provides management teams with a whole new perspective in which they can deal with
communication during organisational change. This ‘open’ perspective allows change stories
(organisational dialogues) to travel throughout the whole organisation. It is therefore of great
importance that nothing hinders this naturally narrative flow. The polyphonic approach
should leverages and supports these organisational dialogues. By listing to the dialogues
many ideas and thoughts about the organisational change process will automatically reach
surface.

26
As demonstrated in the previous paragraphs, both perspectives offer different insights about
the function of communication during organisational change. Where the monophonic
perspective is perceived as a top-down and rational communication approach. Focusses the
polyphonic perspective mainly on shared communicative experiences. The main cause of the
difference between the presented approaches emerges from a different theoretical starting
point. The change processes in a polyphonic approach, is considered as non-linear,
fragmented and as an unpredictable chain of events. Whereas in the monophonic approach,
communication follows a predetermined sequence of change events, which are linearly
managed. This is the underlying explanation why communication is treated differently within
a change program. Concluding, it is good to mention that it is not due to the lack of
functionality that the monophonic approach is perceived as less effective, it is due to the role
that communication takes in within an organisational change program that influence the
effectiveness of change communication. Where the polyphonic approach uses the existing
dialogues as communication mean, is the monophonic approach perceived as a standalone
unique form of communication.

27
4. Discussion and conclusion
In this study the functions of communication during organisational change are reviewed,
wherein an attempt is made to unravel the underlying communication concepts. Two
literature areas are examined to find an answer to the following central question:
‘Which role, according to the organisational change literature, does communication
takes in during organisational change and how could insights from the storytelling literature
enrich this approach?
This study showed that communication takes in a central role within an organisational change
program. The most common functions of communication, as presented in this thesis, are the
proof of this. Those functions all have to do with managing the organisational change through
different phases in which communication thus takes in a central position. Both approaches are
reviewed on the role that communication takes in within an organisational change program,
and it can be concluded that both perspectives recognise the importance of communication.
The monophonic and polyphonic approach are both aware of the crucial role that
communication has in the success of organisational change.
The purpose of this thesis also was to investigate which insights from the storytelling
literature could enrich the organisational change literature on communication during
organisational change. The following findings contribute to a deeper understanding of the
conceptual richness of the polyphonic approach. (1) the dialogical way of communicating
between employees and management and (2) the use of existing dialogues to transfer change
thoughts. At this stage it is desirable to pay more attention to the underlying concepts, given
that those two findings already have been extensively described in this thesis.
The underlying concepts differ in the fact that they take in a different communication
role in organisational change process. The issue, that this thesis would address, is not that the
monophonic approach does not work or that the reported functions of communication are

28
worthless. It is about how communication is treated within a change process and which role it
takes in within an organisational change process. It is about on which way and from which
perspective communication supports an organisational change process. It is about how the
communicational translation is being made so that the change goals reach the organisational
heart. That is the core where the polyphonic approach can contribute to the monophonic
approach. It could be argued that the functions of communication, reported in the
organisational change literature, remain upright. There is absolutely nothing wrong with
‘providing information’ or ‘reducing uncertainty’ and it is not that the functions of
communication, reported in the storytelling literature could replace the once that are reported
in the organisational change literature, but the latter can work more effectively when they
make use of the vessels of change to the reach the organisation in its heart. The reported
functions of communication can be more effective when management encourages dialogues
and conduct the organisational voices into a harmonious orchestra. It is therefore not enough
to communicate solely from a management perspective. In this way, dialogical
communication can be stimulated in which the existing conversations serve as the basis on
which the change message reaches the heart of the organisation.
In conclusion, it is important to note that storytelling cannot be seen as a kind of
management tool that easily can be implemented into an organisational change process. It
provides guidance to recognize the power of the already existing organisational narrative
infrastructures instead of a storytelling tool to be used in an organisation.

29
5. Limitations and recommendations
The aim of this thesis, is not to present a storytelling management tool that could enrich
communication during organisational change. The aim of this thesis is a more theoretical one,
how could the different roles that communication takes within an organisational change
program, within the storytelling literature, enrich the role that communication takes in within
the organisational change literature. In the knowledge that functions of communication,
during organisational change, are derived from the role that communication takes in within
the change process. Little research has especially addressed this subject and combined the
two literature areas. The challenge is, to overcome the created paradigms and accept other
visions to enrich the organisational change communication as a main research subject. This
thesis could therefore guide further (empirical) research.
It is thus hoped that findings of this thesis will go beyond, only addressing a
communication issue. The alternative view of communication in times of organisational
change could help practitioners to further understand the natural link between communication
and change management. This thesis has mainly addressed a vision of communication. Not a
tool that simply can be used, but a broadened perspective on organisational change and the
fundamental role the communication fulfils.
Limitations of this thesis are, because of the assumptions being made, in the first place
the necessity of organisational change but also the lack of research of other factors that could
influence the success or failure of organisational change, beside communication.

30
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