This document discusses strategic organizational communication. It covers models of strategic communication including linear, adaptive, and interpretive models. It also discusses strategic internal communication, the communication audit process, developing an internal communication plan, strategic external communication including public relations, investor relations, and issues management. Additionally, it addresses risk and crisis communication, handling the news media, and communicating with the press during a crisis.

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11
C H A P T E R
Strategic
Organizational
Communication

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Models of Strategic Organizational
Communication
Linear Adaptive Interpretive

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Strategic Internal Communication
 Costs to an organization from poor
employee communication:
Higher product defect rates
Increased employee
turnover
Dissatisfied customers from
poor customer service
Lack of focus on business
objectives
Increased absenteeism
Stifled innovation

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The Communication Audit
Demonstrate through DATA how communication problems are
causing organizational problems
Generate specific RECOMMENDATIONS for how actual
communication practice can be enhanced
Make transparent the ORGANIZATIONAL BENEFITS of adopting
those actions in addition to the weaknesses they are designed to
address
PRIORITIZE recommendations so organizations are not
immobilized by the prospect of implementing them

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Developing an Internal
Communication Plan
 What are the organization’s goals, ambitions, and strategic
aspirations for the future?
 What do the people in the organization need to think, feel, and do
in order to make those a reality?
 Where are employees now and what needs to change in their
current perceptions, attitudes, or access to basic information?
 What is the role of the internal communication function in helping
close the gap of what management wants for the future and what
exists today?
 What are the roles and responsibilities of leaders, managers,
employees, and communication professionals?
 What are the communication activities the organization is going to
need—and who will be responsible for those activities?
 What are the resource levels needed?

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Strategic External Communication
Public
Relations
Issues
Management
Strategic
External
Communication

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Public Relations and Image Building
Managing
Identity
Creating
Web
Presence
Gaining
Publicity

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Investor Relations
Current perceptions in the investment community?
Investor relations within the company?
Objective of the investor relations program?
What activities are necessary?

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Issues Management

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Risk and Crisis Communication
RISK
CRISIS
RISK
FACTORS

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Risk and Crisis Communication
RISK
CRISIS
DURING A
CRISIS

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Handling the News Media
Perform
Interviews
Prep for
Interviews
Develop
Relationships

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Communicating with the Press
During a Crisis
Anticipate
questions
Prepare a
statement
Outline
current plan
Do not
speculate or
predict
Limit Q&A
Do not make
remarks “off
the record”