Saif Khan

9/2/2016
#2
Killingsworth, Scott. "Modeling the Message: Communicating Compliance through
Organizational Values and Culture." Georgetown Journal of Legal Ethics(2012): n.
pag. Web. 1 Sept. 2016.
The article, Modeling the Message: Communicating Compliance through
Organizational Values and Culture, is from the Georgetown Journal of Legal Ethics
and is written by Scott Killingsworth who has reviewed psychologists and behavioral
economists findings over the past decade and a half.
I found this source on the Social Science Research Network.
The intended audience of this paper are employers who communicate and
designate tasks to their employees.
The author examines the relationship between communication and culture by
critiquing the command and control way of running a corporation that most
corporate compliance programs use. This critique normally undermines program
goals. The source also reviews decision framing and group membership and how it
can be harnessed in order to drive improvement in employee compliance and
reduce the amount of misconduct.
Quotes:
If command and control is at the heart of every serious compliance program,
culture is its soul, and culture is built through communication in both word and
deed.
One good soft definition tells us that culture is the set of enduring and
underlying assumptions and norms that determine how things are actually done in
the organization. A coherent culture is based on shared values and beliefs, and the
proof that they are shared is that they shape behavior across the organization.
Most communications, of course, are transitory and culturally insignificant they
do not contribute to the inculcation of beliefs or values that are shared by large
numbers of people and that remain stable over time. Messages have a better
chance at cultural impact if they hang together as a coherent story; if they draw on
already-established ideas, themes, or symbols