Expanding evaluation to enable true strategic communication: Beyond message tracking to open listening

Macnamara, J; Gregory, A

Expanding evaluation to enable true strategic communication: Beyond message tracking to open listening

Macnamara, J

Gregory, A

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Publisher:: Routledge
Publication Type:: Chapter
Citation:: Future Directions of Strategic Communication, 2019, pp. 141 - 158
Issue Date:: 2019-08-01

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Field	Value	Language
dc.contributor.author	Macnamara, J https://orcid.org/0000-0003-1387-3882	en_US
dc.contributor.author	Gregory, A	en_US
dc.contributor.editor	Northhaft, H	en_US
dc.contributor.editor	Werder, KP	en_US
dc.contributor.editor	Vercic, D	en_US
dc.contributor.editor	Zerfass, A	en_US
dc.date.available	2021-03-22T18:07:27Z
dc.date.issued	2019-08-01	en_US
dc.identifier.citation	Future Directions of Strategic Communication, 2019, pp. 141 - 158	en_US
dc.identifier.isbn	978-0-367-27230-2	en_US
dc.identifier.uri	http://hdl.handle.net/10453/135201
dc.description.abstract	Management writer Tom Peters noted that what gets measured is what gets done in organizations. Therefore, measurement and evaluation models and approaches provide insights into strategy. Furthermore, the most widely used approaches to evaluation are based on program logic models that identify objectives, planning, and inputs, as well as seeking to track outputs, outcomes and impact, thus affording insights into the origins of strategy and strategic intent as well, as its implementation. Given increasing focus on emergent strategy and participatory or networked strategy in place of internally predetermined strategy that is unilaterally focussed on an organization’ goals and objectives, this article critically reviews widely-used models for evaluation of communication to identify how well they support and enable broader contemporary approaches to organizational strategy and strategic communication. This analysis shows a narrow organization-centric focus on evaluating organizational messaging (one-way communication) directed at achieving organizational objectives in traditional evaluation models and calls for a more open, dynamic and expanded approach to facilitate two-way communication. Furthermore, in showing the important role of formative as well as summative evaluation, this analysis identifies a number of ways that evaluation of communication can inform organizational strategy and transform strategic communication.	en_US
dc.publisher	Routledge	en_US
dc.relation.ispartof	Future Directions of Strategic Communication	en_US
dc.rights	info:eu-repo/semantics/embargoedAccess
dc.rights	This is an Author's Accepted Manuscript of an article published in Future Directions of Strategic Communication, 2019, pp. 141 - 158. Copyright Routledge, available online at: (DOI URI unavailable).	en_US
dc.title	Expanding evaluation to enable true strategic communication: Beyond message tracking to open listening	en_US
dc.type	Chapter
utslib.location	Abingdon, UK	en_US
utslib.for	2001 Communication and Media Studies	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Science
pubs.organisational-group	/University of Technology Sydney/Strength - CPCE - Centre for Creative Practices and the Cultural Economy
utslib.copyright.status	open_access	*
pubs.consider-herdc	true	en_US
pubs.place-of-publication	Abingdon, UK	en_US
pubs.publication-status	Published	en_US

Abstract:

Management writer Tom Peters noted that what gets measured is what gets done in organizations. Therefore, measurement and evaluation models and approaches provide insights into strategy. Furthermore, the most widely used approaches to evaluation are based on program logic models that identify objectives, planning, and inputs, as well as seeking to track outputs, outcomes and impact, thus affording insights into the origins of strategy and strategic intent as well, as its implementation. Given increasing focus on emergent strategy and participatory or networked strategy in place of internally predetermined strategy that is unilaterally focussed on an organization’ goals and objectives, this article critically reviews widely-used models for evaluation of communication to identify how well they support and enable broader contemporary approaches to organizational strategy and strategic communication. This analysis shows a narrow organization-centric focus on evaluating organizational messaging (one-way communication) directed at achieving organizational objectives in traditional evaluation models and calls for a more open, dynamic and expanded approach to facilitate two-way communication. Furthermore, in showing the important role of formative as well as summative evaluation, this analysis identifies a number of ways that evaluation of communication can inform organizational strategy and transform strategic communication.

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http://hdl.handle.net/10453/135201