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Ideas and reflections from:
Mazzei, A., Ravazzani, S., Fisichella, C., Butera, A., Quaratino, L. (2022). Internal Crisis Communication Strategies: Contingency Factors Determining an Accommodative Approach. Public Relations Review, 48(4), November 2022. Published online on June 1st, 2022. https://doi.org/10.1016/j.pubrev.2022.102212 

What are the internal communication strategies that companies can and should adopt during a crisis? A study conducted by the CERC team triggered by the Covid-19 health crisis and published in 2022 in Public Relations Review investigated and assessed the internal crisis communication strategies implemented by Italian organizations in order to address the emergency while preserving the special relationship with employees.

The study can be downloaded freely until July 21, 2022 at the following link: https://authors.elsevier.com/c/1fAfT1Ik9WiJCY

The CERC team specifically applied the Contingency Theory of Strategic Conflict Management to internal stakeholders, exploring the contingency factors that influenced companies in defining the internal communication approach to be followed in the context of the Covid-19 health crisis.  

In particular the study:

• argues that accommodative communication strategies that prioritize employees’ emotions, expectations and requests are in principle desirable in internal crisis communication, although advocacy strategies focused on the organization’s interest are always possible

• identifies three accommodative internal communication strategies: to create a sense of security, to sustain a sense of belonging and to activate employees as allies of the organization

• considering the contingency factors that influence the adoption of an accommodative approach, shows the high relevance of the risk of decreased employee engagement and the risk of employee health and safety, and a weaker relevance of the risk of reputational damage to the organization in the eyes of employees.

The results of this study offer some implications for the managerial practice:

• following the recommendation to preferably consider an accommodative approach when elaborating internal crisis communication strategies, messages delivered should highlight corporate security measures and plans for the future and express proximity to employees and their families and gratitude to all employees for their efforts

• employees should be considered not only as receivers of internal communication messages but also as active communicators able to sustain the organization in the eyes of other stakeholders during a crisis

• considering a crisis as a complex and dynamic phenomenon, it requires a holistic view throughout the entire organizational system and a holistic management approach over time: this means preparing the soil for crisis management through the development of the relational capital with employees before a crisis occurs, and not breaking the emotional bond with employees that was strengthened during the acute phase of a crisis when the emergency fades out.

Ideas and reflections from:

Wolfgruber, D., Einwiller, S., Brockhaus, J. (2021). Let's talk about diversity & inclusion: Fostering an inclusive work environment through communication, Communication Insights, No. 11, Akademische Gesellschaft für Unternehmensführung & Kommunikation, Leipzig.

A study conducted by Wolfgruber, Einwiller and Brockhaus (2021) empirically explored how communication within organizations can encourage and support the management of Diversity & Inclusion (D&I).

According to the study, the term diversity refers to the socio-demographic differences of the company population based on observable and unobservable characteristics that should reflect those of the society. Whereas inclusion is the positive psychological state in which employees perceive a sense of belonging, appreciation of their uniqueness, and the opportunity to participate fully in the company's decision-making processes.

The results confirm the growing importance of integrating D&I into organizational strategy and of an open, transparent and empathetic leadership for the development of an inclusive culture.

Employee communication itself plays a significant role in D&I management:

• it must be strategic, authentic and based on dialogue to ensure consistency, credibility and reliability
• is called to raise awareness among the company population by supporting training and mentoring programs, and to make employees active participants through gamification activities
• internal listening initiatives, such as surveys, interviews or focus groups, and external ones with the reference stakeholders are useful tools for identifying problematic areas and new objectives

• interpersonal communication was found to have a greater impact on the sense of inclusion of employees compared to mediated communication
• it can be supported by infrastructures without spatial and digital barriers and by specific networks of employees engaged in a common reflection on these issues.

For the future, organizations are called upon to focus on the issue of D&I through:

• the development of new work models, managerial styles and skills
• the definition of new roles
• the promotion of a language that respects diversity
• greater attention to the physical and mental health of employees and their work-life balance.