Crisiscommunicatie of communicatiecrisis? | Amsterdam University Press Journals Online
2004
Volume 50, Issue 2
  • ISSN: 1384-6930
  • E-ISSN: 1875-7286

Abstract

Abstract

In 2019 it became clear that the Dutch tax authorities had wrongly reclaimed childcare benefits on a large scale, with major consequences for the parents involved. The benefits affair also meant a crisis for the tax authorities. Disruptive events in an organization can lead to what Karl Weick calls a ‘collapse of meaning’: a situation in which people no longer experience their (organizational) reality as logical, consistent and morally acceptable. In such a period people look for meaning, cohesion and identity. This study is about the role of narratives in an organization in dealing with an organizational crisis. We analyzed internal online narratives at the tax authorities about the allowance affair. Our analysis shows, among other things, how identity questions put other questions out of sight and how patterns in the interactions between administrators and employees reinforce certain dysfunctional narratives. Our findings show the importance of an active listening policy and the exemplary role that managers play in this.

Loading

Article metrics loading...

/content/journals/10.5117/TCW2022.2.003.ROOI
2022-06-01
2024-03-28
Loading full text...

Full text loading...

/deliver/fulltext/13846930/50/2/TCW2022.2.003.ROOI.html?itemId=/content/journals/10.5117/TCW2022.2.003.ROOI&mimeType=html&fmt=ahah

References

  1. Aarts, N. (2018). Dynamics and dependences in socio-ecological interactions (Dynamiek en dependentie in socio-ecologische interacties). Radboud University.
    [Google Scholar]
  2. Adviescommissie uitvoering toeslagen (2019). Omzien in verwondering. Interimadvies. www.rijksoverheid.nl
    [Google Scholar]
  3. Adviescommissie uitvoering toeslagen (2020). Omzien in verwondering 2. Eindadvies. www.rijksoverheid.nl
    [Google Scholar]
  4. Ansell, C., Boin, A., & Kuipers, S. (2016). Institutional crisis and the policy agenda. In Handbook of public policy agenda setting. Edward Elgar Publishing.
    [Google Scholar]
  5. Bamberg, M., & Andrews, M. (2004). Considering Counter-Narratives (Studies in Narrative). John Benjamins Publishing Company.
    [Google Scholar]
  6. Bate, P. (2004). The Role of Stories and Storytelling in Organisational Change Efforts: A Field Study of an Emerging “community of practice” within the UK National Health Service. Narrative Research in Health and Illness, 325-348.
    [Google Scholar]
  7. Bohm, D. (1996). On dialogue. Routledge.
    [Google Scholar]
  8. Boin, A., Hart, P. T., & Kuipers, S. (2017). The Crisis Approach. Handbook of Disaster Research, 23-38.
    [Google Scholar]
  9. Boje, D., & Lundholt, M. W. (2018). Understanding Organizational Narrative-Counter-narratives Dynamics:Communication & Language at Work, 5(1), 18-29.
    [Google Scholar]
  10. Bowen, G. A. (2006). Grounded Theory and Sensitizing Concepts. International Journal of Qualitative Methods, 5(3), 12-23.
    [Google Scholar]
  11. Brown, A. D. (2014). Identities and Identity Work in Organizations. International Journal of Management Reviews, 17(1), 20-40.
    [Google Scholar]
  12. Brown, A. D., Colville, I., & Pye, A. (2014). Making Sense of Sensemaking in Organization Studies. Organization Studies, 36(2), 265-277.
    [Google Scholar]
  13. Colville, I., Brown, A. D., & Pye, A. (2012). Simplexity: Sensemaking, organizing and storytelling for our time. Human Relations, 65(1), 5-15.
    [Google Scholar]
  14. Coombs, T. (2015). Ongoing Crisis Communication: Planning, Managing, and Responding (Sixth ed.). SAGE Publications, Inc.
    [Google Scholar]
  15. Coombs, W. T. (2007). Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory. Corporate Reputation Review, 10(3), 163-176.
    [Google Scholar]
  16. Czarniawska, B. (2000). The uses of narrative in organization research. rapport nr.: GRI reports.
    [Google Scholar]
  17. Denis, J. L., Lamothe, L., Langley, A., Breton, M., Gervais, J., Trottier, L. H., Contandriopoulos, D., & Dubois, C. A. (2009). The reciprocal dynamics of organizing and sense-making in the implementation of major public-sector reforms. Canadian Public Administration, 52(2), 225-248.
    [Google Scholar]
  18. Dörner, D. (1997). The Logic Of Failure: Recognizing And Avoiding Error In Complex Situations (Revised ed.). Basic Books.
    [Google Scholar]
  19. Eriksson, M. (2018). Lessons for Crisis Communication on Social Media: A Systematic Review of What Research Tells the Practice. International Journal of Strategic Communication, 12(5), 526-551.
    [Google Scholar]
  20. Falkheimer, J., & Heide, M. (2010). Crisis communicators in change: From plans to improvisations. Handbook of crisis communication, 511-526.
    [Google Scholar]
  21. Falkheimer, J., & Heide, M. (2006). Multicultural Crisis Communication: Towards a Social Constructionist Perspective. Journal of Contingencies and Crisis Management, 14(4), 180-189.
    [Google Scholar]
  22. Flyvbjerg, B. (2006). Five Misunderstandings About Case-Study Research. Qualitative Inquiry, 12(2), 219-245.
    [Google Scholar]
  23. Frandsen, F., & Johansen, W. (2016). Organizational crisis communication: A multivocal approach. Sage.
    [Google Scholar]
  24. Frandsen, F., & Johansen, W. (2011). The study of internal crisis communication: towards an integrative framework. Corporate Communications: An International Journal, 16(4), 347-361.
    [Google Scholar]
  25. Haidt, J. (2003). The moral emotions. In R. J.Davidson, K.R.Scherer, & H. H.Goldsmith (Eds.), Handbook of affective sciences (pp. 852-870). Oxford University Press.
    [Google Scholar]
  26. Heide, M. (2013). Internal crisis communication–the future of crisis management. In Handbuch Krisenmanagement (pp. 195-209). Wiesbaden.
    [Google Scholar]
  27. Heide, M., & Simonsson, C. (2014). Developing internal crisis communication. Corporate Communications: An International Journal, 19(2), 128-146.
    [Google Scholar]
  28. Heide, M., & Simonsson, C. (2015). Struggling with internal crisis communication: A balancing act between paradoxical tensions. Public Relations Inquiry, 4(2), 223-255.
    [Google Scholar]
  29. Huang, Y. H., & Su, S. H. (2009). Determinants of consistent, timely, and active responses in corporate crises. Public Relations Review, 35(1), 7-17.
    [Google Scholar]
  30. Janis, I. L. (1973). Groupthink and group dynamics: A social psychological analysis of defective policy decisions. Policy Studies Journal, 2(1), 19.
    [Google Scholar]
  31. Johansen, W., Aggerholm, H. K., & Frandsen, F. (2012). Entering new territory: A study of internal crisis management and crisis communication in organizations. Public Relations Review, 38(2), 270-279
    [Google Scholar]
  32. Kim, J., & Kim, E. J. (2008). Theorizing Dialogic Deliberation: Everyday Political Talk as Communicative Action and Dialogue. Communication Theory, 18(1), 51-70.
    [Google Scholar]
  33. Lindebaum, D., Geddes, D., & Gabriel, Y. (2017). Moral emotions and ethics in organisations: Introduction to the special issue. Journal of Business Ethics, 141(4), 645-656.
    [Google Scholar]
  34. Lundholt, M. W., Maagaard, C. A., & Piekut, A. (2018). Counternarratives. The International Encyclopedia of Strategic Communication, 1-11.
    [Google Scholar]
  35. Lüscher, L. S., & Lewis, M. W. (2008). Organizational Change and Managerial Sensemaking: Working Through Paradox. Academy of Management Journal, 51(2), 221-240.
    [Google Scholar]
  36. Macnamara, J. (2016). The Work and ‘Architecture of Listening’: Addressing Gaps in Organization-Public Communication. International Journal of Strategic Communication, 10(2), 133-148.
    [Google Scholar]
  37. Macnamara, J. (2017). Toward a Theory and Practice of Organizational Listening. International Journal of Listening, 32(1), 1-23.
    [Google Scholar]
  38. Madsen, V. T. (2016). Constructing Organizational Identity on Internal Social Media. International Journal of Business Communication, 53(2), 200-223.
    [Google Scholar]
  39. Madsen, V. T., & Johansen, W. (2019). A spiral of voice? When employees speak up on internal social media. Journal of Communication Management, 23(4), 331-347.
    [Google Scholar]
  40. Maitlis, S. (2005). The Social Processes of Organizational Sensemaking. Academy of Management Journal, 48(1), 21-49.
    [Google Scholar]
  41. Maitlis, S., & Sonenshein, S. (2010). Sensemaking in Crisis and Change: Inspiration and Insights From Weick (1988). Journal of Management Studies, 47(3), 551-580.
    [Google Scholar]
  42. Mazzei, A., & Ravazzani, S. (2011). Manager-employee communication during a crisis: the missing link. Corporate Communications: An International Journal, 16(3), 243-254.
    [Google Scholar]
  43. McGregor, I., Nail, P. R., Marigold, D. C., & Kang, S. J. (2005). Defensive pride and consensus: strength in imaginary numbers. Journal of Personality and Social Psychology, 89(6), 978-996.
    [Google Scholar]
  44. Morrison, E. W., & Milliken, F. J. (2000). Organizational Silence: A Barrier to Change and Development in a Pluralistic World. Academy of Management Review, 25(4), 706-725.
    [Google Scholar]
  45. Niedenthal, P. M., Tangney, J. P., & Gavanski, I. (1994). “If only I weren’t” versus “If only I hadn’t”: Distinguishing shame and guilt in conterfactual thinking. Journal of Personality and Social Psychology, 67(4), 585-595.
    [Google Scholar]
  46. Olsson, E. K. (2014). Crisis Communication in Public Organisations: Dimensions of Crisis Communication Revisited. Journal of Contingencies and Crisis Management, 22(2), 113-125.
    [Google Scholar]
  47. Parlementaire ondervragingscommissie Kinderopvangtoeslag (2020). Ongekend onrecht. Rapportage van de Parlementaire ondervragingscommissie Kinderopvangtoeslag. www.tweedekamer.nl.
    [Google Scholar]
  48. Pearce, W., & Littlejohn, S. (1997). Moral conflict. When social worlds collide. Sage Publications, Inc.
    [Google Scholar]
  49. Pittz, T. G. (2016). The destabilising effect of ethical counter-narrative: a qualitative inquiry in a non-profit setting. European J. of Cross-Cultural Competence and Management, 4(1), 41.
    [Google Scholar]
  50. Robichaud, D., Giroux, H., & Taylor, J. R. (2004). The Metaconversation: The Recursive Property of Language as a Key to Organizing. The Academy of Management Review, 29(4), 617.
    [Google Scholar]
  51. Schwartz-Shea, P., & Yanow, D. (2012). Interpretive Research Design. Concepts and Processes. (Routledge series on interpretive methods). Routledge.
    [Google Scholar]
  52. Seeger, M. W., Ulmer, R. R., Novak, J. M., & Sellnow, T. (2005). Post-crisis discourse and organizational change, failure and renewal. Journal of Organizational Change Management, 18(1), 78-95.
    [Google Scholar]
  53. Sellnow, T. L., & Seeger, M. W. (2013). Theorizing Crisis Communication (1st ed.). Wiley-Blackwell.
    [Google Scholar]
  54. Stacey, R. (2007). The challenge of human interdependence. European Business Review, 19(4), 292-302.
    [Google Scholar]
  55. Stieglitz, S., Bunker, D., Mirbabaie, M., & Ehnis, C. (2017). Sense-making in social media during extreme events. Journal of Contingencies and Crisis Management, 26(1), 4-15.
    [Google Scholar]
  56. Strandberg, J. M., & Vigsø, O. (2016). Internal crisis communication. Corporate Communications: An International Journal, 21(1), 89-102.
    [Google Scholar]
  57. Strauss, A., & Corbin, J. (1997). Grounded Theory in Practice (1st ed.). SAGE Publications, Inc.
    [Google Scholar]
  58. Tangney, J. (1995). Recent advances in the empirical study of shame and guilt. American Behavioral Scientist, 38(8), 1132-1145.
    [Google Scholar]
  59. Taylor, J. R., & Every, E. V. J. (1999). The Emergent Organization: Communication As Its Site and Surface (Routledge Communication Series). Routledge.
    [Google Scholar]
  60. Tracy, J. L., & Robins, R. W. (2007). The psychological structure of pride: A tale of two facets. Journal of Personality and Social Psychology, 92(3), 506-525.
    [Google Scholar]
  61. Ulmer, R. R., Seeger, M. W., & Sellnow, T. L. (2007). Post-crisis communication and renewal: Expanding the parameters of post-crisis discourse. Public Relations Review, 33(2), 130-134.
    [Google Scholar]
  62. Ulmer, R. R., Sellnow, T. L., & Seeger, M. W. (2010). Considering the future of crisis communication research: Understanding the opportunities inherent to crisis events through the discourse of renewal. The handbook of crisis communication, 691-697.
    [Google Scholar]
  63. Van der Meer, T. G., & Verhoeven, J. W. (2014). Emotional crisis communication. Public Relations Review, 40(3), 526-536.
    [Google Scholar]
  64. Van Gorp, B. (2007). Het reconstrueren van frames via inductieve inhoudsanalyse: uitgangspunten en procedures. Kwalon, 12(2).
    [Google Scholar]
  65. Van Herzele, A., & Aarts, N. (2019). Arguing Along Fault-lines: A Rhetorical Analysis of Public Divides over Wildlife Comeback. Conservation and Society, 17(4), 343.
    [Google Scholar]
  66. Van Herzele, A., Aarts, N., & Casaer, J. (2015). Wildlife comeback in Flanders: tracing the fault lines and dynamics of public debate. European Journal of Wildlife Research, 61(4), 539-555.
    [Google Scholar]
  67. Van Woerkum, C., & Aarts, N. (2011). Organizing by Projective Hearing: The Active Use of a Passive Sense. International Journal of Strategic Communication, 5(3), 171-182.
    [Google Scholar]
  68. Verouden, N. (2018). Silence that matters: Understanding conversations in interdisciplinary collaboration (Doctoral dissertation, Delft University of Technology).
    [Google Scholar]
  69. Weick, K. E. (1988). Enacted sensemaking in crisis situations. Journal of Management Studies, 25(4), 305-317.
    [Google Scholar]
  70. Weick, K. E. (1993). The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster. Administrative Science Quarterly, 38(4), 628.
    [Google Scholar]
  71. Weick, K. E. (1995). Sensemaking in Organizations (Foundations for Organizational Science) (1st ed.). SAGE Publications, Inc.
    [Google Scholar]
  72. Weick, K. E. (2000). Making Sense of the Organization (1st ed.). Wiley-Blackwell.
    [Google Scholar]
  73. Weick, K. E. (2010). Reflections on Enacted Sensemaking in the Bhopal Disaster. Journal of Management Studies, 47(3), 537-550.
    [Google Scholar]
  74. Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the Process of Sensemaking. Organization Science, 16(4), 409-421.
    [Google Scholar]
  75. Wicks, D. (2001). Institutionalized Mindsets of Invulnerability: Differentiated Institutional Fields and the Antecedents of Organizational Crisis. Organization Studies, 22(4), 659-692.
    [Google Scholar]
  76. Wittgenstein, L. (1953). The philosophical investigations. Blackwell.
    [Google Scholar]
  77. Zajonc, R. B. (1980). Feeling and thinking: Preferences need no inferences. American psychologist, 35(2), 151.
    [Google Scholar]
  78. Zhao, X., Zhan, M., & Liu, B. F. (2018). Disentangling social media influence in crises: Testing a four-factor model of social media influence with large data. Public Relations Review, 44(4), 549-561.
    [Google Scholar]
http://instance.metastore.ingenta.com/content/journals/10.5117/TCW2022.2.003.ROOI
Loading
/content/journals/10.5117/TCW2022.2.003.ROOI
Loading

Data & Media loading...

This is a required field
Please enter a valid email address
Approval was a Success
Invalid data
An Error Occurred
Approval was partially successful, following selected items could not be processed due to error