Order 1242764: Organizational Analysis of Power
COMM 101—COMMUNICATION IN THE 21st CENTURY Organizational Analysis of Power, Negotiation & Social Change Description
Overview Organizations move us. We identify as members of organizations easily (I’m a Husker, a Tri-Delt, a Soprano, a
farmer, a firefighter), and it makes sense—we spend most of our time living, breathing, and organizing with others.
Organizations are the places where we play (sports leagues, hobbies), where we work (businesses, non-profits,
schools), where we recharge (places of non/worship and mindfulness), where we heal (hospitals), and as this paper
analyzes, where we change or negotiate problematic aspects of society (social movements, political parties, charities
or any of the previously noted groups). In this project, we are asking you to focus your attention on how
organizations negotiate and change (inequalities) of power.
Embodying the ethic and metaphor of the “Organizational Detective,” you are tasked with questioning, tracing, and
analyzing how an organization of your choice attempts social change and the communication about or through
which that action functions. This isn’t an easy task; social change can be a complicated, messy, and sometimes
awkward topic—which is exactly why we need to explore the potentials and pitfalls that arise when this work is
done! This perspective is a bit of a shift in how we might typically think of organizations generally—instead of
asking you to look at the communication used to manage an organization or drive efficiency, we want you to think
about the social change communication that is organizing the people, objects, and purposes of this group, as
well as the power imbued within those actions and its many consequences.
Though this document spends most of its efforts describing what this organizational analysis is, we want to take a
moment to describe what it is not. This is not an organizational biography. Though the history of a company or
group and its inception are important generally, the goal of this paper is to track down and analyze the current
communication and work that the organization is doing about/for social change specifically. Furthermore, this is not
an analysis of just customer-provider relations. The focus of this project is on the organization’s action toward social
change, not its efficiency status. And finally, this is not an interview summary or reading report. This isn’t a
literature review. We want you to work towards following the mystery of how social change is approached and to
articulate what your group creatively and critically sees as the delightfully messy effects of this organization’s work
related to power.
Below, we outline in detail the requirements for this project, its rubric, and a plan for successfully writing this
analysis.
Requirements
• 5 page group research report, doubled-spaced, 12pt Times New Roman, 1 inch margins
• At least three credible sources utilized in the analysis: one “internal,” one “external,” and one from either
• Needs to focus on an organization’s attempt at social change
• Must demonstrate understanding of communication’s entanglement with power and its consequences
• Includes Appendix A, a one page group and self-evaluation
• Individual papers uploaded by each group member to Blackboard by class time, March 17, 2017
• Brief (7 minute) group presentation about your findings on due date
• 5 point deduction for not participating in group presentation
Picking an Organization
The organization and social change attempt you investigate is up to your group. The group you choose does not
necessarily need to be a new organization to you all or one that is located in Lincoln. Remember that the biggest
requirement is that your organization of choice is actively participating or has at one time engaged in an issue
of social change. What exactly that “social change” looks like varies greatly depending on the organization, but it
should be documentable and socially significant. To keep your group on track, we recommend you pick your
organization early, quickly, and thoughtfully in this process to ensure your group has plenty of time to work.
Research/Gathering Data (5-10% of the paper)
To conduct your analysis, you will need data or texts. From these texts, you will closely read and interpret them as
evidence of how your organization’s attempts at social change are going. One of the foundational perspectives in
communication studies is that different research questions require different methodologies, or forms of research. As
such, your group might decide to do interviews with organizational members, find videos of their social change
work, read their website or press releases for details, observe an event or the organization at work, follow blogs of
those harmed or helped by the organization’s work on social change, etc. Because organizations and organizing
communication occurs in many different places in our social world, all of the data above (and more!) might prove
appropriate to conduct your analysis. Only 3 sources are minimally required (C level work) when writing this
paper. One must be an internal source; one must be an external source; and the last one can be either of these
two. All citations must be put into APA format and listed in a reference page at the end of your paper. Below, we
differentiate between the two types of sources:
• Internal Source. This is a text, interview, set of observations, or document that has been created by or
comes from the organization or its members. Internal sources might be an organization’s website, an
interview with a member, a brochure from the org, or an ethnographic observation conducted by your
group, for example.
• External Source. In contrast to internal sources, an external source is an interview, document, set of
observations, or text that has not been made by the organization. External sources include newspaper
articles, journal articles that describe certain organizational practices that are applicable to your particular
case study, an oppositional group’s critiques of the organization, and interviews with those served by an
organization (as opposed to its members), for example.
Structure
Due to the potential expansiveness of this project, we want to provide a clear path for you to accomplish this
analysis. One way to imagine this paper is as a remix or extension of our advocacy speeches. While we asked you in
your speech to establish a problem and its causes before giving the audience your solution, this paper is following,
questioning, and analyzing how an organization has (or hasn’t) gone through the same process: selecting a problem
and enacting their solution that ideally addresses its causes. Your group will outline how an organization is
grappling with power to intervene in a social problem, as well as that solution’s implications, shortcomings, and
ethical successes or failures.
Below, we describe each section of the paper in more detail.
A. Introduction (5-10% of the paper)
Much like a speech’s introduction, your paper should set the stage for the analysis to come. Gain our
attention, briefly orient us to your topic, and clearly state your group’s main argument or critical
interpretation surrounding your organization’s involvement with a social problem. Illuminate why you
chose this specific organization and frame why it is worthy of analysis for your readers; don’t forget to
preview your main points to come!
B. Methodology (5-10% of the paper)
This portion of the paper is about “showing your work.” Here, your group should explain how it
approached collecting your data, texts, or sources for this project. If you conducted interviews or
observations, explain who with, where, how long, and its topic. If you are using written texts, you might
address how you decided the blogs or websites your interpretation replies upon. This section lets us know
as readers what choices you’ve made as researchers, and it should be clear enough that we could copy your
approach ourselves if we wanted to do your analysis over again. Additionally, this section is an argument or
demonstration that you’ve made thoughtful, purposive choices about your data or texts instead of just
conducting a surface level analysis, that your interpretations are deep examinations instead of easy to draw
conclusions.
C. Social Change Issue (10-15% of the paper)
Describe the social problem your organization is attempting to address. Give us a vision of the issue and its
impacts. From an outsider’s perspective (so not just using information from your organization), evidence
why this is socially significant and the underlying imbalance of power entangled in this social issue. In
addition to capturing this problem generally, make sure your group includes multiple, potentially
conflicting viewpoints as you establish this social issue, including voices like academic experts, those
working to change the problem, and those affected by the problem themselves.
D. Organization’s Intervention (15-20% of the paper)
Now that we know some social problem or inequality exists, explain what it is exactly your organization is
doing to change this problem. Beyond the actions that your organization is carrying out, you need to also
think about how power is communicated in their work. Put differently, you should tease out the
relationships and opportunities for agency built, decomposed, or shifted through this organization’s work.
This might manifest itself in a variety of ways; some questions you might ask of yourselves and of the
guide to guide your thinking might be some of the following: Who is carrying out the social change, and by
what process was that decided? How is creativity and control handled in this organization’s work? Who
gets to make decisions regarding the social change? Which groups were (or weren’t) consulted before
enacting this social change?
E. Implications (25-35% of the paper)
After laying out the problem and your organization’s solutions, the time has come to get creative, to
explore the potentially unintended effects this group is causing while participating in social change.
Witnessing what you’ve gathered about the problem and your organization’s chosen solutions, you as a
group might ask yourselves, “What did we learn about organizational communication, negotiation, power,
and/or social change from this paper?” Other questions might include things like, “Is this an effective,
democratic means of tackling this problem? Does this form of social change actually address its causes?
Which voices are present in this work and why? Is the organization actually accomplishing the goals they
believe they are? Why or why not? How are power differentials affecting this group’s effectiveness or the
ending of the social problem? Which groups are empowered by this social change? Which was
constrained? How might that limit their goals? Does this organization create more social problems or
inequalities while attempting to fix this issue? What type of world does this organization’s work build?”
While you obviously cannot address all of these questions in your paper, our hope is they sensitive you to
the type of thinking, conclusions, and arguments you should be making. Again, this is your own group’s
interpretation—this section of your paper should not read like a checklist of answers to the questions above.
F. Evaluation (15-25% of the paper)
Finally, you will evaluate the organization and its foray into social change. Yes, we have more question for
you, such as, “Is their approach successful or unsuccessful? Why? How might this organization perform
more dialogic, equitable, democratic, community-centric, or power-conscious forms of social change, if
need be?” Good organizational analyses also give tangible, communication-based recommendations for the
organization to use in the future, so as a group, brainstorm, think carefully about, and then provide your
own inventive suggestions on addressing issues related to your organization’s social change attempt. We
want to caution you in this evaluation; this is not simply a chance to say whether the organization is good
or bad; we are concerned with the intended and unintended consequences of their actions and what those
DO, not how they should be VALUED. This is a chance for you to demonstrate your critical thinking and
creativity as Organizational Detectives; utilize your distance and critical lens as analysts.
G. Conclusion (5-10% of the paper)
Again, like a good speech, your conclusion should bring the paper to a fulfilling close. Rearticulate the
main points of the paper, as well as your overall argument or critical interpretation of your organization’s
social change attempt. Leave us with a memorable message or a succinct feeling of finitude.
H. Appendix A (Not included in page count; 1 page)
While we’re confident everything will go smoothly and work itself out in your groups, we want to know
your own experience as organizational members, especially if there is some conflict. In Appendix A,
which you’ll attach at the end of your individually-uploaded paper, we want you to answer the following
questions truthfully:
• Overall, how did the project turn out? What is the quality of the work? What went well and what
didn’t?
• What, if anything, did you learn about organizations, negotiating difference, communicative
approaches to analysis, and/or social change?
• Did everyone do an equal amount of work? If not, explain. What portions and percentage of the
project did you (the person filling this out) complete?
• Were there any unresolved conflicts as group members?
• If someone were to do this project in the future, what advice would you give them? What do you
wish you knew before starting this audit?
Assignment Format and Turn In
All outside sources (like an organization’s website or perhaps news coverage) must be cited. Please put them in
APA format. If you need help with APA, use the Purdue OWL as a first guide and then visit the UNL Writing
Center. APA should be followed as a style guide throughout the paper, shaping aspects like headings. Just add a
reference page at the end of your paper if you use outside sources.
Each individual will need to upload their own copy of the paper in Word format (no PDFs!) by the Due Date (check syllabus for your due date). Make sure all group members’ names are on the document and that you’ve completed your individual Appendix A reflection!
Presenting Your Findings
In addition to crafting this smart analysis, we are asking you to share your findings with the class. This is not a
formal presentation like our previous speech assignment. Rather, this has more of a “show and tell” sort of feel. We
ask that you plan out who is going to say what before you come to class, meaning all members of your group should
speak at some point in your presentation. Otherwise, how you convey your project is up to you. No Powerpoint is
necessary, and your group should aim to speak for around 7 minutes. There are no notecard limits or restrictions of
that sort; we just ask you do not read your presentation, to be organized, to have energy, to explain concisely, and to
keep a conversational tone.
Note: There is an individual 5 point deduction if you do not speak during your group presentation This
means you cannot miss class and fail to present your group’s findings. While your entire group will receive
the same grade for your paper, only those not in attendance or who didn’t speak during the presentation will
be deducted for not completing this portion of the assignment.
Rubric Group Members:
Area of Analysis {Poor-----Average-----Exceptional]
Introduction: _____/5 |---------------o---------------| Introduces the thesis of the paper as well as the organization being analyzed. Provides a general overview of the
organization and offers a thorough justification of why this organization is worthy of analysis.
Methodology: _____/5 |---------------o---------------| Students offer a detailed description of the chosen methodology utilized within this analysis. If an ethnography, or
interview was used, students provide adequate information about length of time observing or questions asked as well
as who the group/students communicated with. Students provide the detailed communication put forth by the
organization itself as well as outside resources (meaning not directly
Social Change Issue: _____/10 |---------------o---------------| Group members articulate clearly the problem or issue their organization is attempting to change. Discussion of the
social change includes viewpoints from all appropriate members, stakeholders, or groups involved like those
affected by the inequality, leading experts on the topic, and the organization itself. The scope, importance, and broad
significance of this issue is addressed.
Organization’s Involvement: _____/10 |---------------o---------------| The group clearly articulates how the chosen organization is (or isn’t) involved in changing this issue. Group
members clearly define how power is related to this conversation and their organization’s (in)action.
Implications and Evaluations: _____/10 |---------------o---------------| Group members cohesively draw conclusions about what they learned about the organization, social change, and/or
communication surrounding these topics. Critical evaluations of the organization’s successful or unsuccessful
communication approaches towards this social change are discussed.
Sources: _____/5 |----------------o-----------------| Group used a variety of credible sources. Paper includes at least one credible internal source, one credible external source and one credible additional source. All sources are cited in correct APA format both in the text and in the references section of the paper. All sources are correctly cited verbally in presentation.
Overall Critical Thought and Group Work: _____/5 |---------------o---------------| Paper is well written, cohesive, proofread, and provides critical analysis and reflection of the organization beyond personal opinion. Total _____________/50
Sample Paper Outline Guide
I. Introduction
II. Methodology III. Description of Problem or Issue of Social Change IV. Organization’s Intervention into Social Change V. Critical Implications of Organization’s Intervention into Social Change
VI. Evaluation and Recommendations for Organization VII. Conclusion
VIII. Appendix A IX. References