How Does Work Setting Impact Employee Engagement?
During and immediately following the COVID-19 pandemic, many internal public relations scholars studied employees who were forced to work from home and how this swift change in work environment impacted their employee engagement. For example, Dhanesh and Picherit-Duthler (2021) developed a framework entitled “Remote Internal Crisis Communication” and demonstrated how employee engagement exists even in settings where face-to-face communication is absent. The researchers suggested that two-way, mediated communication allowed employees to build social connections, which are integral to cultivating engagement.The pandemic spurred a wave of employees choosing to work from home, revolutionizing how we think about work and the physical spaces in which organizations and employees inhabit. A recent Pew Research study determined that 14% or 22 million employees in the U.S. work from home full-time (Parker, 2023), and that number is expected to continue to rise. Specifically, by 2025, 22% of all U.S. employees will have some version of a flexible work schedule (Owl Labs, 2023). A flexible work arrangement is where employees spend a few days in the office and a few days working from home. The preferred schedule for employees seems to be two to three days in the office, while working remotely the other days (Gallup, 2023). In the post-pandemic era, employees are now expecting to have a flexible work arrangement that better aligns with their personal life. In fact, employees would be willing to take a pay cut to have more freedom and choice in how and where they work (Owl Labs, 2023). This change in work environment for employees produces important challenges for those who manage internal communication and oversee employee engagement. First and foremost, management needs to be confident that employees are still engaged even when they are not physically in the office. When I worked as a practitioner for a non-profit organization, I had a supervisor who thought you were only being productive if you were sitting at your desk. However, so much of the job required me to be out, building relationships with major donors, volunteers, board members, and other stakeholders. Even though this was years ago, the point is still relevant: employees don’t have to be physically in the office to be engaged. Even today as a faculty member, I get my best research and writing done in the quiet of my home office. This shift in mentality for management may be hard, but it is something that internal communication staff can assist with. Such a mental shift is crucial to ensure trust for employees who are not physically present in the office. The role of internal communication is critical in ensuring that employees who are working from home remain connected with the mission of the organization, their roles, and their colleagues. In order to engage remote workers and build connections with them, internal communicators should:–Encourage the use of technology to engage in dialogue and build social connections. For example, video conferencing can be used to cultivate conversations.–Use these virtual platforms to build relationships with employees that promote collaboration and connection.–Communication from leadership should be supportive of remote or hybrid work roles. Employees should not feel threatened by their choice to work from home; this ensures that psychological safety continues to be a top priority.–Flexible work arrangements must be part of the organizational culture, where employees feel empowered in their roles no matter where they are physically located.Just because employees work remotely does not mean they are not engaged. For those with flexible work schedules, employee engagement might manifest differently for them – not less, simply different. Therefore, it is up to both public relations scholars and practitioners to better understand this new workplace frontier so that all internal stakeholders feel supported and connected.References:Dhanesh, G. S., & Picherit-Duthler, G. (2021). Remote internal crisis communication (RICC) – role of internal communication in predicting employee engagement during remote work in a crisis. Journal of Public Relations Research, 33(5), 292–313. doi.org/10.1080/1062726X.2021.2011286Owl Labs. (2023). The state of hybrid work. Owl Labs. Retrieved online on May 21, 2024 from https://owllabs.com/state-of-hybrid-work/2023Parker, K. (2023). About a third of U.S. workers who can work from home now do so all the time. Pew Research Center. Retrieved online on May 21, 2024 from https://www.pewresearch.org/short-reads/2023/03/30/about-a-third-of-us-workers-who-can-work-from-home-do-so-all-the-time/Wigert, B., Harter, J., & Agrawal, S. (2023). The Future of the Office Has Arrived: It’s Hybrid. Gallup. Retrieved online on May 21, 2024 from https://www.gallup.com/workplace/511994/future-office-arrived-hybrid.aspx
Laura L. Lemon, Ph.D. is an associate professor at The University of Alabama in the Department of Advertising and Public Relations. She can be reached at lemon@apr.ua.edu.
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Susan DonlanChief Communications OfficerKeyBankIn this role Susan leads a team of communications professionals who deliver internal communications, media relations, and reputation management strategies for the enterprise.Prior to joining Key, Susan served as Vice President of Corporate Communications at TD Bank Group, where she provided strategic communications support and counsel to a number of the bank’s businesses, including the Canadian retail businesses.With more than 20 years of corporate communications experience, Susan has an extensive track record in managing high-profile, complex, sensitive, and controversial issues across media relations, reputation management, government relations, community relations, and employee communications.Before beginning her career in banking, Susan held a range of positions in the Canadian government, including serving as Chief of Staff to the Minister of Housing and Labour.Susan attended Queen’s University in Kingston, Ontario, where she earned a Bachelor of Arts (Hon.). Outside of work, Susan is active in the community including serving as incoming Chair of the Board of Directors for the Cleveland Museum of Natural History. She lives in Cleveland with her husband and children.
Robert DowlingFounder and CEOHudson Cutler & CompanyRobert Dowling is founder and CEO of Hudson Cutler, an award-winning brand marketing agency recognized for its work for clients including IBM, BNY Mellon, Citizens Bank, BMW, Edrington and others. Hudson Cutler was named New Agency of the Year by Holmes Report (Provoke) in 2016 and Agency of the Year by PR Week in 2019.Throughout his career, Robert has helped create and build brands including Amazon, Daring Foods and, Samsung Mobile. He has repositioned and elevated the profile of many of the world’s leading companies such as Samsung, L’Oreal and IBM, among others. Robert is a recognized connector, known for bringing companies and communities together around areas of common interest. He was included in Holmes Report (Provoke) top 25 innovators.Robert is cofounder of Candy & Flower, a public relations agency focused on branding, advocacy and social justice reform in the cannabis industry, and has held senior positionss including president at Omnicom flagship agency FleishmanHillard and president at IPG agency Weber Shandwick. He serves on numerous boards including BOMB Magazine, The Executive Council and New York Venture Capital Association.
Alison LubertSenior Vice President Corporate CommunicationsGreen Dot CorporationAlison is head of corporate communications at Green Dot Corporation (NYSE: GDOT) a leading digital bank and financial technology company that delivers seamless, secure access to banking and payment solutions for a wide range of businesses and consumers nationwide.In this role, Alison leads a team responsible for building and protecting the company’s reputation through media relations and thought leadership, executive and employee communications and events, and other channels that support and shape the company’s reputation.With more than two decades of experience in communications and public relations, Alison has experience in a variety of sectors spanning financial services, technology, telecommunications and more. Before joining Green Dot in 2020, Alison spent seven years at Capital One where she led public relations for a variety of business units and initiatives including retail investing, West Coast expansion and recruiting, small business bank and credit card, and ultimately all B2B products and services, including commercial banking. From 2007 to 2011, Alison worked on the corporate communications team at E*TRADE where she led proactive PR and communications. Prior to that, she spent her early career on the agency side, most recently at Burson-Marsteller (now “Burson”), one of the largest multinational public relations firms in the world, where she led public relations for Accenture’s outsourcing business unit.Alison is a graduate of the University of Florida, where she earned a Bachelor of Science in Public Relations and a minor in Business Administration. She lives in New York with her husband and two sons.
Tim MarkleinFounder & CEOBig Valley MarketingTim Marklein is an award-winning Silicon Valley marketer and communicator with 25+ years of experience helping clients launch businesses, create categories, build reputations and grow revenues. He is the founder and CEO of Big Valley Marketing, which has become one of the fastest-growing private companies in America (Inc. 5000). Big Valley represents a mix of startups, unicorns and Fortune 500 technology companies – and recently celebrated its 10-year anniversary delivering value and impact via its unique “team of experts” operating model focused on brand strategy, market intelligence, content marketing, public relations and digital activation.As a consultant and in-house executive, Tim has worked closely with pioneers and leaders across technology, healthcare, consumer and B2B industries. Before founding Big Valley, Tim led two fast-growing and innovative practices (Technology and Analytics) for W2O Group. He previously led Weber Shandwick’s Northern California business and founded the agency’s Measurement & Strategy practice, where he served as an architect behind the industry’s first global PR measurement standards. Tim previously led global public relations for HP’s $30 billion enterprise business and served as director of corporate PR following the HP-Compaq merger. He earlier spent 10 years at two pioneering Silicon Valley agencies – Applied Communications and Jennings & Company – that broke new ground in the application of research, competitive dynamics and strategy to communications challenges.Tim is an active contributor to industry standards and next practices. He has served in various industry leadership roles via the Institute for PR’s Measurement Commission, PR Council and AMEC, among others. He was recently recognized as one of the industry’s leading innovators (PRovoke Media’s Innovator 25) and was previously named to the PR Measurement Hall of Fame. Tim is a frequent speaker and writer on marketing strategy, competitive positioning, communications practices, and translating insights into action.
About the Institute for Public RelationsFounded in 1956, the Institute for Public Relations is an independent, nonprofit foundation dedicated to the science beneath the art of public relations.™ IPR creates, curates, and promotes research and initiatives that empower professionals with actionable insights and intelligence they can put to immediate use. IPR predicts and analyzes global factors transforming the profession, and amplifies and engages the professional globally through thought leadership and programming. All research is available free at www.instituteforpr.org and provides the basis for IPR’s professional conferences and events.###Media Contact:Brittany HigginbothamCommunications & Outreach Managerbrittany@instituteforpr.org352-392-0280
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This is an IPR signature study in partnership with the IPR Behavioral Insights Research Center.In “How Communicators Can Help Manage Election Disinformation,” the Institute for Public Relations Behavioral Insights Research Center helps communicators aid their organizations to better understand the science behind disinformation and to help them manage these challenges during elections.Elections create environments for the spread of disinformation and misinformation, thanks to the ubiquitousness and networking abilities of social media or other technological applications or networks. Disinformation and misinformation should be regarded as two distinct terms where the difference lies in the intention of the sender. Disinformation is defined as deliberately misleading or false information as the intent of the sender is to deceive (Institute for Public Relations, 2020). Misinformation, or false or leading information without the intent of deception, is more often the result of ignorance, carelessness, or a mistake (Institute for Public Relations, 2020).This study explores the science behind why people share disinformation and how disinformation impacts society and business. This report includes key models, biases, and theories to help communicators better understand the cognitive factors related to the believing and sharing of disinformation. This guide offers research-based suggestions for how employers can prebunk and inoculate their employees and stakeholders against election disinformation, best practices for screening content for disinformation, and 10 research-based tips for how organizations should manage disinformation.
The guide offers 10 ways organizations can help combat disinformation (full list here). Here are some of them:Inoculate employees against disinformation. Communicators should understand election-related topics that are used to discredit and cast doubt on the election process. One way to inoculate people against disinformation is “prebunking,” a proactive strategy that exposes people to logical fallacies or false information before they encounter it (Cook et al., 2017; Institute for Public Relations, 2020). This brief provides a research-driven checklist on how to prebunk.Serve as a trusted resource about elections and election processes. According to the 2024 Edelman Trust Barometer, 79% of respondents trusted their employer as a source of information overall. Companies can provide their employees with nonpartisan voting information (e.g., polling locations, how elections work) or resources where they can go for more information to help them build confidence and participate in the election process. Nonpartisan, nonprofit sources for election information can be found within the brief.Equip employees with tools for identifying disinformation.There are several organizations and online tools to help identify or detect disinformation. Here are just a few examples from the IPR Disinformation Resource Library, which contains over 30 different resources:– News Literacy Project: Nonprofit that focuses on educating the U.S. public on news literacy and how to detect mis-/disinformation. News Literacy Project– Bad News: Online game that teaches users about the techniques involved in the dissemination of disinformation. Bad News – Association for Psychological Science: Published “Countering Misinformation with Psychological Science,” a paper that features a “misinformation prevention kit” for policymakers, the scientific community, the media, and members of the public.Avoid partisan politics.Endorsing a partisan viewpoint can lead to “reduced levels of psychological safety among workers who identify with a different political party, which in turn can adversely affect engagement, innovation, productivity, and retention” (American Psychological Association, 2022, ¶ 21). Keeping company communication about upcoming elections neutral will help employees with differing political viewpoints feel psychologically safe.
About the Institute for Public RelationsFounded in 1956, the Institute for Public Relations is an independent, nonprofit foundation dedicated to the science beneath the art of public relations™. IPR creates, curates, and promotes research and initiatives that empower professionals with actionable insights and intelligence they can put to immediate use. IPR predicts and analyzes global factors transforming the profession and amplifies and engages the profession globally through thought leadership and programming. All research is available free at www.instituteforpr.org and provides the basis for IPR’s professional conferences and events.Media Contact: Brittany HigginbothamCommunications & Outreach Managerbrittany@instituteforpr.org352-392-0280
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Business success is predicated on understanding the key levers of influence. After all, Influence, by definition, is the ability to affect the behavior of others in a particular direction, leveraging key tactics that involve, connect, and inspire them (Hallenbeck, 2023).¹ Thus, business success is contingent on influencing your consumer base to buy your product or service.So, what influences your purchase decisions? Do these influences change when buying food or clothing or technology? In September 2023 HUNTER, a leading consumer marketing communications firm, began to explore this topic, fielding this simple open-ended question to 7,000 consumers: 1,000 consumers who recently purchased an item or service from seven different product sectors. Responses were varied and complex, including factors such as emotional motivations, criteria used to evaluate product benefits and/or price, the specific channels through which consumers became aware of the product or service, as well as the channels they employed to learn more about the product or service.THE SEARCH FOR ANSWERSGiven the importance of channel of communication in the influence process, it gives rise to the question, how are these levers of influence being impacted with all the significant changes occurring in our media landscape. Over the past decade, we have seen the rise of the pervasive 24-hour news cycle, the proliferation of digital platforms, social media, and personalized content, and the growing distrust towards traditional news sources. Mintel’s report on the US media landscape surmises, “Consumers have more media options than ever before – both in terms of channels as well as the content available; and consumption is keeping apace. Getting – and keeping – consumers’ attention is increasingly challenging” (Mintel, 2023).²We hypothesized that these transformational changes have undoubtedly altered how consumers are influenced in their purchase journey and that social or digital sources would be the lead sources of influence across all categories. We also believed that motivational and functional influences would be very different by product category but that the influences exerted by channels of communication would be much more universal. Using the direction from our exploratory survey, HUNTER partnered with Libran Research & Consulting to develop a quantitative survey that comprehensively explored “Influence in America” across all its critical factors. The study, conducted in Q4 2023, sought to identify the key influences for each product sector, providing a deep exploration into the specific sources driving product awareness and purchase choice. UNIVERSAL TRUTHS ON SOURCES OF INFLUENCEResults revealed that leading sources of influence were not consistent across product categories. Sources more likely to be referenced in one category, may take a back seat in another category. For example, Friends and Family are the leading source of information influencing the Travel Sector, but Digital Media tops the list for Technology. However, comparison across all seven categories did yield a few fundamental principles that are more universal in their occurrence. Understanding these principles can drive more effective communication plans and programs. 1. Awareness is ParamountAwareness-driving influences are the most important sources of purchase across most categories, as 20-40% of consumers who recently purchased products from our seven categories under investigation did not use a secondary source to learn more about products after initially becoming aware of them. Those who do seek additional information prior to purchase tended to use the same channels in which they initially became aware of the product/service. Therefore, whether you are introducing a new product or driving brand purchase, prioritizing top-of-funnel awareness-building efforts is essential.2. Consumers Consult Multiple Information Sources Consumers typically consult multiple sources throughout their purchase journey. As you would expect, there is a strong correlation between the level of perceived risk of the purchase and the number of sources referenced to make it (r2 = .70). On average, the greatest number of sources are used for technology (4.4) and travel (3.9) and the fewest number of sources are referenced for food and beverage (2.2) and fashion (2.3). Households with kids and BIPOC households tend to view all purchase decisions as riskier than mainstream households, on average 10% and 7% more risky respectively – thus, consumers in these households tend to consult more sources before making a purchase (on average, 25% and 16% more sources, respectively). This learning underscores the importance of a multi-channel strategy, as 2-5 sources are typically referenced between awareness and purchase across all product sectors.3. Real-Life Influence (IRL) Beats Online Influence (URL) Despite the digital disruption we are experiencing in nearly every category, real-life experiences have the greatest influence over purchase intent. In-store interaction is the #1 source of influence driving awareness (ranging from 34% – 51%) and learning more (ranging from 27% – 33%) across 5 of the 7 measured categories. Additionally, when consumers become aware of a product in-store, they are more likely to buy it in-store (r2 = .73), which is not true for online sales (r2 = .18). So, remember the IRL retail component of your marketing mix to capitalize on this behavior.4. Word-of-Mouth (WOM) Wins“Person I Know” continues to wield powerful influence in terms of driving awareness and purchase intent across most categories. They are the strongest personal influence in the Travel sector (awareness source = 52%, learn more source = 38%) and the second most important source for awareness and learning more in Food and Beverage (17%/13%), and Healthcare (28%/20%), as well as the second most important source for learning more in Technology (24%). While word-of-mouth is often overlooked in the marketing toolkit given its perceived difficulty to activate, it can be helpful to know that social media influencers are often elevated to friendship status, particularly among the Gen Z audience.5. Social and Digital Support Technology and Personal Expression Sectors Despite the prevalence of social and digital media in today’s market, these sources have not emerged as the primary sources of influence across all categories. Technology is the only product sector where digital media have become the leading source of influence (awareness source = 35%, learn more source = 34%). It is the second strongest drivers of influence for awareness and learning more in categories driven by personal expression, such as Fashion (14%/13%) and Home Décor (20%/18%). Additional, social media only emerges as the second primary source of influence for Beauty Care (22%/ 19%), another category providing a means of personal expression. Therefore, while social and digital support can help complement and amplify communication efforts across most categories, they are particularly effective in the Technology and Aesthetic-Based product sectors.6. Demographic Tendencies Can Help Predict Sources of InfluenceSources of Influence tend to be similar regardless of demographic, with only a few exceptions where particular segments show markedly different tendencies These exceptions should be considered when targeting these populations. a. Gen Z, Millennials and BIPOC are more likely to be influenced by social media than the average consumer, both in using it to drive awareness (+65%, +47%, +32%, respectively) and in referencing it to learn more about the product (+31%, +53%, +31% respectively). b. Influencer marketing is especially effective among Hispanic and Black consumers, as they are 63% and 41%, respectively, more likely than the overall consumer to become aware of a product through an influencer on social media and 111% and 76%, respectively, more likely to learn more about products through influencers on social media. c. Men are more likely to become more aware of products through traditional media than women (+49%), while women are more likely than men to build awareness through social media (+ 39%).Influence is a complicated topic with many levers to consider. Interestingly, our study ultimately showed the opposite of our hypothesis: despite the shifting media landscape and the growth of social and digital channels, many other important sources of influence from the past continue to play a leading role in influence today. Additionally, while there are several fundamental principles of influence that are universal across all categories, many factors of influence are unique to their specific categories. Thus, business success will require paying attention to specific influences within a product sector and within demographics to gain a complete picture of potential opportunities and barriers for your products or services.Read a White Paper on the study findings here.For a deeper dive into the study findings, join us for an upcoming ‘INFLUENCE IN AMERICA: Insights into Application’ webinar. Gain valuable insights as we explore how purchasing decisions are influenced across various product sectors and demographic segments. Our panel of HUNTER leadership from various practice areas includes: — Heddy Parker DeMaria, Chief Insights & Strategy Officer — Kasia Pandyra, SVP Entertainment — Lisa Horn, SVP Media Strategy — Michael Lamp, Chief Social & Digital Officer— Donetta Allen, Chief Influencer Officer Register for free HERE for the IPR webinar on June 4th. Citations:1. Hallenbeck, G., PhD. (2023, October 26). How to Influence People: 4 Skills for Influencing Others. Center for Creative Leadership. [https://www.ccl.org/articles/leading-effectively-articles/4-keys-strengthen-ability-influence-others/#]2. Mintel. (2023). Media Landscape, US – Retrieved from Mintel Reports database.
Since joining HUNTER in 2019, Heddy DeMaria has stewarded best-in-class insights, measurement and strategy practices across the entire agency and each of its client partners. As HUNTER’s first-ever Chief Insights and Strategy Officer, she oversees a passionate team of analysts and planners who leverage HUNTER’s proprietary insights processes and extensive toolkit to ensure the agency’s communication strategies are always grounded in data and research, culturally relevant, and designed to earn consumer attention and drive quantifiable business results. She has also developed a range of strategic workshops including building brand foundations, identifying value propositions, clarifying corporate culture & purpose, and strengthening brand stories, each employing proprietary tools and techniques, that ultimately lead to stronger brands positioned on a path towards growth.Prior to HUNTER, Heddy brings 25+ years of experience to HUNTER, having held leadership roles across multiple disciplines including Consumer Insights, Shopper Insights, Brand Strategy, Innovation and Advanced Analytics, all while working across a diverse range of business models and product sectors that have spanned global corporations (Kraft, VF-Corp), entrepreneurial ventures (Pinnacle Foods) and global agencies (Nielsen Marketing Research).
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Fortune and Deloitte examined the top challenges that CEOs are currently facing and their perceptions on the global economy.Fortune and Deloitte surveyed CEOs from the Fortune 500, Fortune Global 500, and other select executives from Feb. 13–23, 2024.Key findings include:1.) 65% of CEOs felt geopolitical concerns, most specifically the U.S. election, are one of the three most significant disruptors they expect to face over the coming 12 months, up from 51% in the last survey.2.) 56% of CEOs said their companies are using generative AI to make their companies more efficient.3.) 24% of CEOs said they are pessimistic about the economy over the next 12 months.4.) 22% of CEOs said they are very optimistic about the economy over the next 12 months, an increase from 10% in October 2023.Read about current challenges for CEOs and more
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This blog is provided by the IPR Organizational Communication Research Center (OCRC)“Now more than ever, decision-makers can’t act alone; they must bring diverse perspectives to the table and ensure that those voices are fully heard” (Fletcher et al., 2023, para 2). Dissent originates from the Latin dissentire, meaning “feeling apart” (Kassing, 1997). “Dissent” in English means to “differ in opinion” (Merriam-Webster Dictionary). Dissent in the workplace refers to employees expressing disagreement, opposing viewpoints, or objections regarding various aspects of their work environment, including policies, practices, decisions, or actions taken by their organization or superiors. It involves employees speaking out in a manner that challenges the status quo or established norms. From an organizational communication perspective, dissent is primarily examined under the conceptual framework of employee voice and participation. In this tradition, dissent has been viewed as a form of employee voice that can enhance organizational learning and bring diverse perspectives into managerial decision-making. Under this approach, scholars have explored how organizations can foster a culture that can encourage a free flow of employee voice, including dissent, and establish organizational structures and policies that can facilitate employee empowerment. This has been done by examining factors that hinder employee voice and participation (e.g., silence or displaced dissent).Some communications managers may believe employee dissent harms internal organizational harmony and external reputation. This view is not entirely unwarranted, given how devastating media reports about disgruntled employees or former employees’ accounts of their experiences can tarnish the organizational reputation. My study, published in the Journal of Public Relations Research (Kang, 2021), precisely explored this question and found that negative testimonials significantly tarnished the organization’s moral and business reputations. However, dissent at the organizational level has many positive implications for the organization, and growth-oriented leaders consider dissent inherently legitimate and valuable for organizational learning capacities.Positive Implications of DissentDissent is a natural part of organizational politics and necessary for organizational democracy. Dissent as a voicerepresents the inherent right of employees to express their voice safely and openly in a democratic organization, as the concept of voice in the liberal political sense is considered a cornerstone of democratic society. Therefore, the value of dissent lies in the notion of voice as an inherently ethical and democratic thing for organizations to extend to their employees. From this perspective, employee dissent represents employee voice, which democratic organizations must practice earnestly, fostering open and decentralized organizational dynamics and culture. Dissent represents differences in values, opinions, and judgments instrumental to organizational learning and democracy. Dissent often exposes underlying conflicts or problems within the organization that can lead to the creation of collective solutions. When expressed constructively and within appropriate boundaries, dissent can bring new perspectives and alternative approaches to organizational problem-solving and decision-making. Thriving organizations allow diverse views and knowledge to be incorporated into organizational processes for effective problem identification, innovation and improvement, and decision-making.Employees often do not voice their discontent or dissent about workplace problems to their supervisors out of fear or futility. Instead, disgruntled employees may turn to ineffectual internal or external audiences to vent their frustrations or to make sense of the situation. This type of ineffectual dissent can catch management off guard and may lead to internal organizational turmoil and external reputational crisis. While the direct evidence linking organizational processes and dissent (beyond disruptive, displaced, and de-identified dissent) is lacking, we can extrapolate a positive relationship between dissent and supportive and democratic leadership and organizational processes. Also, studies have found that the organizational communication climate that fosters free speech influences how certain types of employee dissent prevail (e.g., Cenkci & Otken, 2019; West & Sacramento, 2023). To foster an organizational climate of psychological safety (Edmondson, 1999), relying on individual and interpersonal virtues of empathy and humility is not enough. Structural elements and organizational norms must be in place to safeguard the abuse of power in organizational processes and ensure democratic communication for effective organizational learning. For example, taking turns to speak up during a meeting can lessen the likelihood of a few influential voices dominating the conversation and provide the best outcome. Also, establishing protocols (norms) for expressing dissenting opinions can reduce the perils of group thinking and bring diverse perspectives to the surface by promoting dissent.How to Cultivate Dissent for Organizational Learning CapabilitiesCultivating an open climate for employee dissent requires deliberate actions and practices. Here are practical suggestions for creating such an environment:1.) First, create a culture of respectful dialogue by emphasizing the importance of respectful communication, even during disagreements. Encourage active listening, empathy, and understanding of differing perspectives. As part of this effort, diversity should be represented in decision-making teams, and leadership should demonstrate an excellent example of encouraging and valuing dissenting opinions.2.) Second, establish transparent decision-making protocols that incorporate dissent, such as soliciting diverse opinions, considering dissenting viewpoints, and outlining how decisions are reached. Establish regular feedback mechanisms and acknowledge that dissent can be a crucial part of the protocol.3.) Lastly, establish clear communication channels such as suggestion boxes, regular team meetings, anonymous feedback systems, or open-door policies to allow employees to express dissenting opinions without fear of reprisal.Dissent can be muted, ignored, reprimanded, expressed, and incorporated via formal and informal organizational channels. Employees can express their dissent in many ways through various stages of interactions within the organization. Dissent is more likely to occur as employees become more involved in organizational functions and are provided with routes to voice their input. In other words, dissent, in some ways, is a form of employee engagement and commitment to organizations.
Minjeong Kang, Ph. D. (Mass Communication, Syracuse University) is an associate professor at Indiana University. Dr Kang’s research has received national and international recognition, including Emerald Publishing’s Literati Award of Excellence for Highly Commended in 2018, Gallup Korea’s Outstanding Research Award in 2020, and the 2009 Ketchum Excellence in Public Relations Research Award by the Institute of Public Relations. Her recent work has focused on developing organizational listening diagnostics for participatory workplace communication and employee engagement.
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Weber Shandwick and KRC Research examined American consumer and employee opinions on the role businesses play in national elections.An online survey of 1,009 U.S. adults was conducted from February 9–12, 2024.Key findings include:1.) 44% of respondents somewhat agreed with the statement that “businesses are a constructive force for positive change.”— 25% of respondents strongly agreed with that statement.2.) 75% of employees and 68% of consumers said “businesses should help find common ground to bridge societal decisions.” 3.) 72% of consumers and 71% of employees said “the workplace should be kept politically neutral during this election year.”4.) 81% of employees and 80% of consumers said “American businesses should encourage a free and fair election.”5.) 25% of employees and 23% of consumers said American businesses should endorse candidates.Read more about American businesses involvement in politics
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Alethea examined how disinformation tactics are being used in social media to influence individuals. Specifically, Alethea studied X (formerly Twitter) accounts that they believed were being leveraged by Russia’s main military intelligence directorate to influence U.S. citizens on the war in Ukraine.Alethea analyzed 5,314 accounts on X (formerly Twitter) and 81 websites that the company believed were being used by a Russian military intelligence directorate, commonly known as the GRU, in February – March 2024. Accounts were classified in two ways:— “Poster” accounts that create content— “Amplifier” accounts from the same group that repost poster accounts or quote “poster” account contentKey findings include:1.) Amplifier accounts used the “Invisible Ink” technique (re-sharing poster account content without additional text) to amplify “poster” account content in reply threads in order to go undetected.2.) At least 50 accounts shared original posts in English about U.S. domestic and foreign policy containing images and external links.3.) Despite the fact that a majority of these accounts had zero followers and only published one or two total posts, the posts by poster accounts consistently received approximately 1,300 or 2,600 reposts and over 5,000 views, which is a result of of inauthentic amplification.4.) At least five accounts shared original posts about foreign and domestic policy in a mix of English, French, German, and Ukrainian.
Continue reading more on the hidden influence of GRU operatives
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This summary is provided by the IPR Digital Media Research CenterVictoria Oldemburgo de Mello, Dr. Felix Cheung, and Dr. Michael Inzlicht analyzed how X impacts user well-being, political polarization, outrage, and sense of belonging.A survey of 309 X users was conducted from March – June 2021.Key findings include:1.) Respondents said they used the platform for entertainment (66%), followed by information seeking (49%), and to interact with others (23%).2.) Different actions on X predicted behavior outcomes:— “Scrolling down the feed” predicted a decrease in well-being.— “Replying to others’ tweets,” “visiting trending topics,” and “visiting others’ profiles” predicted an increase in a “sense of belonging.”— “Retweeting” predicted an increase in polarization.3.) X use was related to overall decreases in well-being and increases in a sense of belonging, polarization, outrage, and boredom.4.) Users who frequented the platform were found to be “lonelier” and “more bored.”— Users who frequently retweeted content were found to be “more polarized.”Learn more about how X affects user well-being and emotional wellness
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