Qualitative Interviewing: The Art of Hearing Data

Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust

This paper provides an empirical test of whether trust and distrust can co-exist in the mind of an employee. Two interrelated questions are considered: firstly, whether trust and distrust judgements are ‘symmetrical’ or whether they can occur ‘simultaneously’ as separate constructs; and, secondly, whether trust and distrust judgements entail the same or conceptually different expectations as revealed in their expressions and anticipated manifestations. Using a concurrent mixed-method design incorporating a structured card sort and in-depth interviews, data were collected from 56 participants in two organisations. The card sort findings offer little support for the co-existence of trust and distrust, but suggest they could be separate constructs. Interview data indicates that participants do perceive trust and distrust as entailing different sets of expectations and having different manifestations, providing some support for the ‘separate constructs’ thesis. We also find evidence of two new combinations of weak levels of trust and distrust not previously specified. The findings highlight how employees’ trust and distrust judgements are shaped, in part, by managerial actions and policies relating to quality of communication and job security. They also emphasise how, when employees are distrustful, differing practice interventions may be needed to reduce distrust than those used build trust. Acknowledgement The authors would like to thank the Editor and anonymous reviewers for their very helpful suggestions.

Trust and distrust

Traditionally, group research has focused more on the motivations that make people conform than on the motivations and conditions underpinning deviance and dissent. This has led to a literature that focuses on the value that groups place on uniformity and paints a relatively dark picture of dissent and deviance: as reflections of a lack of group loyalty, as signs of disengagement, or as delinquent behavior. An alternative point of view, which has gained momentum in recent years, focuses on deviance and dissent as normal and healthy aspects of group life. In this review, we focus on the motivations that group members have to deviate and dissent, and the functional as well as the dysfunctional effects of deviance and dissent. In doing so we aim for a balanced and complete account of deviance and dissent, highlighting when such behaviors will be encouraged as well as when they will be punished.

Deviance and Dissent in Groups

Social status, cognitive alternatives, and intergroup relations: (668292012-213)

It is often assumed that group-directed criticism is best kept 'in-house', but the effects of audience on responses to criticism have not been directly examined. Consistent with predictions, ingroup members who criticized the group to an outgroup audience were seen to be making a less appropriate choice of audience (Experiments 2 and 3), aroused more negative feelings (Experiment 1), were downgraded more strongly on personality traits (Experiment 2), and were seen to be doing more damage to the group (Experiment 2) than were ingroup members who kept their criticisms in-house. Experiment 3 showed that, whereas moderate identifiers agreed with the comments less and showed weaker friendly intentions toward the critic when an outgroup audience as compared to an ingroup audience was chosen, high identifiers agreed with the criticisms just as strongly-and showed more friendly intentions toward the critic-when they were made to an outgroup as compared to an ingroup audience. Results are discussed in light of the broader literature on identity threat. Copyright © 2005 John Wiley & Sons, Ltd.

Keeping it in-house: How audience affects responses to group criticism

Organizational change management is concerned with facilitating the process of change through modification of strategies, structures, and processes, with many authors emphasizing that the support of employees is central to the success of change initiatives (Cummings and Worley, 2005). The role of communication during times of organizational change is well established (Lewis, 1999, 2006). Indeed, the management of external and internal communication processes that deliver key messages at the appropriate time to stakeholders is considered to be a vital component of all successful change implementation plans (Kotter, 1999). Thus, the aim of this study is to investigate the core change management practice of communication and the extent to which this practice encourages employees to appraise the situation in a positive way and to develop intentions and subsequent behaviors that are supportive of organizational change. These propositions were examined in a controlled experimental setting in which a vignette was used to manipulate high and low levels of quality change communication and examined in conjunction with a series of individual difference variables chosen for their theoretical relevance to individual reactions to change. Communication during organizational change High-quality change communication is typically defined as information that is accurate, useful, adequately addresses employee concerns, and is presented in a timely and appropriate manner (K. I. Miller and Monge, 1985; V. D. Miller, Johnson, and Grau, 1994). Several process models of change communication have been proposed, each providing recommendations on how to craft formal communication messages that shape the reactions of employees to planned organizational change initiatives. For instance, Armenakis, Harris, and Feild (1999) identified five content domains that a change message must address in order to effectively communicate change to employees. The organization must convey a sense of discrepancy, which is typically achieved through explaining how an organization’s current performance is different from the desired end state.

Quality change communication and employee responses to change: an investigation of the moderating effects of individual differences in an experimental setting

Although uncertainty has been identified as a major consequence of organizational change for employees, there still remains a lack of understanding regarding the processes through which employees address such perceptions This research examines the role that different sources of communication play in addressing change-related uncertainty for employees Firstly, a qualitative study was conducted in which 25 interviews with employees from a range of organizations were undertaken The goal of the first study was to examine how employees manage change-related uncertainties From employee responses, it was revealed that specific change-related uncertainties may be best addressed by different sources of communication Findings suggest that direct supervisors are the preferred sources of implementation-related and job-relevant information during change, while senior management typically provide more strategic information Furthermore, results indicated that trust influences which sources employees seek 

Uncertainty during Organizational Change: Managing Perceptions through Communication

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Keeping it in-house: How audience affects responses to group criticism

Quality change communication and employee responses to change: an investigation of the moderating effects of individual differences in an experimental setting

Uncertainty during Organizational Change: Managing Perceptions through Communication