Project Manager Strategies for Strengthening Communications Within Project Teams

Section 1: Foundation of the Study

A growing body of literature indicates that many project managers (PMs) possess

inadequate communication skills, the lack of which often has an adverse impact on

project team engagement, productivity, and overall profitability (Project Management

Institute [PMI], 2018). Experts agree that, for these managers, project failure is the rule

rather than the exception (Singh & Jankovitz, 2018). They have suggested that the

adoption of effective communication strategies by PMs will contribute to the success of

the project (Singh & Jankovitz, 2018) as well as help minimize the costs associated with

project failure (Lauren, 2018).

The nature of projects requires teams to work on complex projects from varied

remote locations. Yet, there are limited studies on the best strategies and techniques that

PMs can use to boost communication, based on my review of the literature. This lack of

such research is problematic because many managers lack the necessary expertise to

improve employees’ communications (Espinosa, Nan, & Carmel, 2015). Usually,

organizations forfeit the opportunity to increase workers’ engagement and productivity

and, accordingly, corporate profitability is negatively affected (Sundaray, 2011). The

benefit of having this type of knowledge is that effective communication can provide a

pathway for PMs to attain prearranged project outcomes (Ogunde, Joshua, Amusan, &

Akuete, 2017). In addition, awareness of quality communication is partly the process that

lies at the core performance related to overall work environment. However, effective

communication among managers has not received much attention from researchers in the

past (Adams, Blandford, Budd, & Bailey, 2005). The lack of project communication has

resulted in deteriorated cooperation and profitability in organizations due to project

delays (Adams et al., 2005).

Background of the Problem

Concerns regarding efficiency in communication within project teams have

continued to attract the attention of researchers (Foong, 2014; Parker, Kunde, &

Zeppetella, 2017). For example, subprime mortgages were issued by financial institutions

without necessarily liaising with other lenders. The lack of such communication between

these entities resulted in a housing bubble that consequently led to high rates of

foreclosures and defaults (Foong, 2014). There was a consensus among scholars that the

major financial institutions failed to work with the relevant regulatory authorities

(Haddon, Loughlin, & McNally, 2015). The communication breakdown led to the most

significant and worst global financial crisis in modern-day history, which affected

virtually all sectors of the global economy (Foong, 2014). Effective communication could

be useful in solving this problem as it strengthens cohesion between project teams and

enables them to work together against a common challenge.

In addition, poor communication strategies usually affect project team members’

understanding of various objectives. According to Browne, Ha, Manzoni, and Mere

(2016), team members of global businesses with advanced communication strategies are

more likely to complete their projects successfully. One reason for this increased

likelihood, experts contend, is that the project managers of such businesses are often well

aware of what to achieve from the initial stages of the project execution processes due to

the adoption of proper communication systems (Browne et al., 2016). Although there is a

significant association between quality communication and project success, there is scant

literature about the impact of communication practices on project failures (Ziek &

Anderson, 2015). To address this gap in the literature, I sought to provide in-depth

insights into the strategies that can be used by PMs to strengthen communication within

project teams.

Problem Statement

In a 2014 survey, researchers concluded that the primary reason why workers do

not enjoy teamwork was communication disconnects at organizational and team levels

(Zerfass, Vercic, & Volk, 2017). According to Cheung, Yiu, and Lam (2013), ineffective

communication among team members can result in project failure. One out of five

projects fail due to ineffective communication, which has a negative effect on project

progressions in various industries (Rommele & Schober, 2013). A government report

concluded that $145 million is at risk for every $1 billion spent on a project due to

ineffective communication (Rommele & Schober, 2013). The general business problem

was that communication failure among project teams leads to challenges such as team

conflicts, inefficiency, and the inability to meet specific projects’ objectives (Hirst &

Mann, 2004; Thamhain & Wilemon, 1987). The specific business problem was that some

PMs in the health care industry lack strategies to strengthen communications within

project teams.

Purpose Statement

The purpose of this qualitative multiple case study was to explore the strategies

used by PMs in the health care industry to strengthen communication within project

teams. The targeted population consisted of project management professionals (PMPs)

from two leading medical supply companies in the mid-Atlantic region of the United

States who had successfully implemented and executed strategies to strengthen

communication within their teams. The implications for social change include the

potential for PMs in the health care industry to identify and implement strategies to

strengthen communication, thereby potentially increasing motivation, improving project

results, bolstering profitability, and supporting the development of companies that can

positively contribute to the growth and development of communities.

Nature of the Study

A qualitative methodology was appropriate for this research study. A qualitative

researcher explores a phenomenon by analyzing the experiences and observations

associated with participants’ actions and behaviors (Yin, 2018). Conversely, researchers

applying the quantitative method use statistical processes to obtain data and test

hypotheses that address the relationships or differences between two or more variables

(Poore, 2014). A quantitative research method was not appropriate for this study because

I used immeasurable variables to support the assertions and ultimately arrive at the key

findings. If researchers use mixed methods to collect both qualitative and quantitative

data, they should consider subjectivity of qualitative methods and objectivity associated

with numerical data (Palinkas et al., 2015). Therefore, a mixed-methods approach was

not appropriate for the study’s objective of exploring strategies that PMs in the health

care industry use to strengthen communication within project teams.

I used a qualitative case-study design for the current study. This research design

has numerous advantages. A notable advantage of case-study designs, as highlighted by

Lewis (2015), is that researchers can use a smaller sample size, hence, saving on cost and

analyzing the topic of study with greater depth and more detail. Furthermore, a case-

study design is useful for exploring a social phenomenon because it typically involves

analysis of multiple data sources such as participants’ observations, interviews,

audiovisual, and archival records (Dasgupta, 2015). A phenomenological design was not

appropriate for this study because it does not involve documenting participants’

experiences (Saunders, Lewis, & Thornhill, 2015). A narrative design involves gathering

stories about participants regarding one or more phenomena (Dasgupta, 2015) and,

therefore, did not offer the descriptive focus I needed to answer the research question.

Ethnographic studies involve analyzing the participants’ culture in their real-life setting

(Case, Todd, & Kral, 2014; Yin, 2018). This research design was not suitable for this

research study because I did not study a culture.

Research Question

The research question for this study was, What are the strategies used by PMs in

the health care industry to strengthen communication within project teams?

Interview Questions

1. What strategies do you use to strengthen communication within project teams?

2. What strategies have been the most effective in enhancing communication within

project teams, and why?

3. How do you select the best strategy to apply in influencing successful communication

for particular project teams?

4. What barriers did you encounter when implementing strategies to strengthen

communication for project teams?

5. How did you address the key barriers to better communicate within your project

teams?

6. What metrics do you use to measure the success of a communication strategy?

7. What are your experiences on any add-ons or tools that you can integrate with the

communication strategies to augment their success?

8. What changes have you applied to your communication strategies to make them

compatible with the workplace setting and specific attributes of project teams?

9. What other information would you like to share regarding the development and

implementation of strategies to strengthen communication within project teams that

we have not discussed?

Conceptual Framework

The conceptual framework used in this study consisted of McQuail’s (2010) mass

communication theory and Craig’s (1999) communication theory. These two theories

provide comprehensive information on the procedures necessary for the successful

development and deployment of communication strategies. McQuail considered several

previous theories of mass communication, making the approach appropriate for the study

of dissimilar forms of communication flow, in the corporate world and in wider society

(McQuail, 2010). The theory’s primary principles support the individualization of

personal considerations and opinions, and combined application of intellectual incentive,

inspiration, and ideal stimuli (Singer, 2018). Furthermore, McQuail’s theory

complements previous theories by advancing the concept that mass communication

requires addressing the integration of multiple factors to ensure its application, especially

in a business context (McQuail, 2010). Mass communication theory provides a helpful

lens to explore different elements for developing and implementing successful strategies

that PMs can embrace to strengthen communication within project teams (Valkenburg,

Peter, & Walther, 2016). Mass communication such as meetings give team members to

present their opportunity, opinions, and contribute ideas on how they can work together

to make the project successful.

Craig’s (1999) theory of interpersonal and medicated communication is

comprised of two primary principles: the constitutive communication model and the

hypothesis of practice (Sanderson, 2017). These two major principles focus on

distinguishing communication, through an approach that simultaneously defines

communication and the attendant challenges (Craig, 1999). Craig drew from seven

traditions of communication theory to explain the dissimilar perceptions and

understandings of effective communications (Crane & Glozer, 2016). I believe the wide

scope covered by Craig’s theory makes it potentially relevant for application to real-life

communication, particularly in a business or project context. Craig (1999) specifically

stated that the integration of communication theories could prevail through analyzing the

similarities and variances of communication and depicting how specific elements relate

to specific subject fields. For this study, I used the main principles of the McQuail’s

(2010) mass communication theory and Craig’s communication theory to create a firm

foundation for studying the real-life occurrences and challenges of communication in

project teams.

Operational Definitions

Communication: The multifaceted transmission of messages through different

media from one point to the other (Cornelissen, Durand, Fiss, Lammers, & Vaara, 2015).

In the management context, communication is the verbal and nonverbal exchange of

information between and among employees and management (Cornelissen et al., 2015).

Communication strategies: The planned methods, content, time, and channels of

communication that organizational staff use to transmit messages to the target population.

Therefore, communication strategies constitute the blueprint for information exchange

between PMs and their subordinates (Butt, Naaranoja, & Savolainen, 2016).

Effective communication: The exchange of verbal and nonverbal messages

between two or more people in an easy, accurate, and open way. The arrangement

involves using the right medium to convey the right messages for accurate contextual

interpretation and understanding (Dudo & Besley, 2016).

Knowledge management (KM): The manner in which organizations systematically

manage intellectual property and knowledge assets to create value and attain strategic and

tactical superiority in the market (Xiaojun, 2017).

Mass communication: The process by which the organization generates and

disseminates messages through technology-based media channels to a large group of

employees simultaneously in a manner that is readily receivable, understandable, and

interpretable, yet cannot be manipulated easily (Gaur, 2017).

Project manager (PM): An individual who uses technical, leadership, and

management skills to initiate, plan, execute, control, and monitor unique and temporary

organizational activities. Successful PMs are able to accurately and effectively manage

time, resources, scope, and money (Blaskovics, 2016).

Social change: The planned transformation in the social and cultural behaviors of

employees as they adapt to new organizational practices, strategies, and culture

(Sonenshein, 2016).

Workers engagement: The emotional, psychological, and effective connection that

employees establish with their workplace and the organization in general. The

understanding here is that workers are committed, attached, and involved in the

development and execution of adopted organizational strategies. Employees should

demonstrate dedication, accountable, enthusiasm, and carefulness in executing

organizational strategies (Jindal, Shaikh, & Shashank, 2017).

Assumptions, Limitations, and Delimitations

The validity and analysis of data are highly influenced by the assumptions,

limitations, and delimitations of a study (Jindal et al., 2017). Thus, the identification of

assumptions, limitations, and delimitations will enable researchers to show their

understanding of the research study. This subsection contains the assumptions,

limitations, and delimitations of the current research.

Assumptions

An assumption is a realistic expectation that is believed to be true although there is

often no adequate evidence to support it (Kriegler et al., 2014; Snbhvvrpl, Roy, &

Pmignhi, 2017). Usually, assumptions are statements that are taken for granted, for

instance, a leader has enough experience to efficiently run an organization. According to

Wolgemuth, Hicks, and Agosto (2017), assumptions in research studies provide the basis

for developing research instruments. Assumptions significantly influence the process of

executing research studies.

I made some assumptions in conducting the current research. First, I assumed that

the participants would provide accurate data on whether PMs use relevant strategies to

communicate their expectations to the project team. In other words, the assumption was

that the participants had a basic understanding of effective communication strategies. I

also assumed that I collected, analyzed, and developed meaningful themes that formed

the basis for the current study.

Limitations

Holste (2015) defined limitations in the context of research studies as

shortcomings that are beyond the control of the researcher yet place significant

restrictions on the research methodology adoptable and ultimately the study’s findings.

As is the case for most studies, the research was subject to a number of weaknesses. One

of the main limitations of the study was about the use of a small sample size. Although

the study was qualitative in nature, which implies that it used small sample size, it is

doubtless that the sample size for the research study was not large enough for the

researcher to obtain credible findings. In particular, the study was limited to PMs within

the health care sector, a factor that implies that only respondents who met the selection

criterion took part in the study particularly as sources of data. The second limitation of

the study was that its findings were not generalizable in settings other than the project

management teams within the health care sector. This is so because; similar to other

qualitative studies, the findings of this research study were limited to the target study

population (Velte & Stawinoga, 2017). Although the results of this study could be

transferable to other studies on the same topic in the future, it is impossible to generalize

these findings to the entire population given the nature of the study. Another important

limitation of this research study was about the insufficient number of previous studies on

the specific topic of the research. Whereas there are many credible studies on

communication systems, there are very few that are specific to communication systems

adoptable by PMs in the health care sector. Therefore, I found it a bit of a challenge to

collect sufficient empirical and credible evidence from previously completed case studies

for supporting the study’s key assertions and ultimately arriving at its findings.

Delimitations

Delimitations in the context of research studies are the boundaries that the

researcher has set for effective execution of the research study (Cassiano & Borges-

Andrade, 2017). Delimitations often comprise of things that the researcher has

deliberately declined to do although he/she ought to have reasonably done them. One of

the notable delimitations for the research study was that the researcher restricted the

process of data collection exclusively to PMs for projects within the health care sector.

This is so because the researcher aimed at focusing on the findings of the study only to

project teams in the health care industry. The second delimitation of the study was that it

focused exclusively on the analysis of the communication systems adoptable in project

teams. Whereas project management has many issues that are worth consideration, this

research study was only limited to the communication aspect of project management.

Significance of the Study

Contribution to Business Practice

The potential primary significance of my research was its contribution to applied

business knowledge. The research demonstrated effective solutions in its findings to

specific business problems thus adding to the business communication skills for PMs. In

addition, the outcomes of the current work, demonstrated the effective solutions suitable

for improving the effectiveness of organizational communications. The multiple case

study and locations entailed a development in the quality of evidence presented. These

enhancements contributed to future training in optimal communication skills, which is a

primary objective for PMs to enable them to strengthen communication within their

business-oriented project teams.

Implications for Social Change

Knowledge from the research work provided PMs with evidence-based

information to enhance the strategic management of communication, for increased

productivity and profitability in projects, which may help the local communities. Apart

from the study’s business potential for effecting global beneficial social change, a focus

on the local community goes beyond benefits to organizations. Employees’ social change

among themselves and their PMs can progress and enhance through effective

communications (Craig, 1999). Effective communications enable the PMs to play the role

of ensuring that the project team (employees) initiates, plans, designs, executes, monitors,

and controls the project, as expected for business’s success with potential for the

betterment of local communities, through increased productivity and profitability in

projects.

A Review of the Professional and Academic Literature

The purpose of this qualitative research study was to explore the strategies used

by PMs in the health care industry to strengthen communication within project teams. For

the literature review section of the study, I used evidence from credible publications,

particularly seminal scholarly books, professional journals, and reports, to provide a

detailed overview of effective communication systems that can be adopted within the

health care sector. I retrieved information exclusively from sources published in credible

online databases, namely Google Scholar, ProQuest, EBSCO, Sage, BioMed, PubMed,

and PsycINFO. Using evidence from such sources helped in attaining high levels of

credibility and validity of the study’s assertions and findings. The primary search terms I

used were effective project management strategies, effective communication strategies in

project teams, proper communication systems in health care projects, communication

strategies within the health care industry, and communication in the medical sector. To

determine the most appropriate sources, I reviewed the abstracts of all identified sources

and selected the ones that best fit this study’s objectives for thorough review and

analysis.

The overall study consists of 221 sources. A majority of these sources were peer-

reviewed journals published between 2014 and 2018. Nonpeer- reviewed journals and

books comprised a small percentage of the sources used. Table 1 gives a detailed

breakdown of the sources used in the research.

Table 1

Literature Review Sources

Literature review

content

Total no.

No. of resources

published between

2014-2018

% of peer-reviewed

resources published

between 2014-2018

Peer-reviewed

journals

189

165

87%

Non peer-reviewed

journals

87%

Dissertations

100%

Total sources in

literature review

221

193

87%

The main subtopics included in the literature review are theoretical perspectives on

communication, other theories applicable to the conceptual framework, the application of

these theories to project communication, factors that affect communication,

communication planning, communication management, the benefits of effective

communication for project management, communication resources, project

communication strategies, designing communication strategies, internal communication

strategies, and communication risks.

The role of effective communication in project management is critical in

achieving optimum project outcomes. Quality communication allows leaders of

contemporary organizations to not only develop and sustain competitiveness but also to

establish healthy work environments and achieve the desired objectives of a project

(Kaiser, El Arbi, & Ahlemann, 2015). Hasty messages and decisions affect

communication efficacy, while lack of communication skills may lead to communication

failure (Creasy & Anantatmula, 2013). Moreover, negligence in communicating

messages is an ultimate implication of a communication failure. Hovland and Lumsdaine

(2017) affirmed that PMs are supposed to use historical information to facilitate

communication among all team members as such knowledge portends long-term gains.

However, a teleconferencing communication strategy may provide a more natural

exchange of messages (Sense, 2015). The reason is that it enables individuals to

communicate in real-time, circumventing delays and time wastage associated with such

modes of communication as letters and emails. Consequently, organizations, using their

PMs can expeditiously plan projects for the benefits of the concerned stakeholders

Internal communication research conducted at Ericsson Goteborg indicated that

creating learning networks and sharing knowledge is essential in improving project

communication. Most PMs understand the role of effective team communication.

However, many PMs expend little effort in developing winning strategies to streamline

the process (Tushman, 2017). In essence, the primary reasons why workers do not enjoy

teamwork is due to communication disconnects at the organizational and team levels

(Tushman, 2017). Consequently, in this qualitative research study, I used empirical

evidence from a wide range of sources to analyze the strategies that PMs in the health

care industry used to strengthen communication within project teams.

The primary principles of McQuail’s (2010) mass communication theory are the

individualizing of personal considerations and opinions and the combined application of

intellectual incentive, inspiration, and ideal stimuli. Besides, the broad scope covered by

Craig’s (1999) theory makes the theory potentially relevant for use to real-life

communication (McQuail, 2010), particularly in the context of business projects.

Through the literature review, I sought to affirm other researchers’ findings that effective

communication helps PMs to ensure that the project team (i.e., employees) initiate, plan,

design, execute, monitor, and control the project to achieve its objectives (Trees, 2017).

Effective communication may increase the productivity and profitability of projects,

fostering the success of companies and, potentially, the betterment of local communities

(Trees, 2017).

Theoretical Perspectives on Communication

McQuail’s mass communication theory. Communication is a dynamic and

continuous process that involves human interaction, which leads to varying responses

(Trees, 2017). Communication has a situational paradigm, where certain messages have

meanings that differ in various settings (Trees, 2017). In the health care sector, shared

information should flow and be well structured, organized, and planned to enhance its

effectiveness. Often, human communication integrates the whole communication system

to avoid potential interactional failures (Knapp, Vangelisti, & Caughlin, 2014). McQuail

(2010) explored the role of mass communication theory in establishing appropriate

communication flow channels and personal traits that facilitate the development of

communication strategies. Communication does not take place in a vacuum; therefore,

meeting several parameters are critical to make communication efficient.

According to McQuail (2010), time is a critical aspect of mass communication.

The component defines when communication occurs and how long the action takes

(McQuail, 2010). Second, communication takes place in an established location, which

also reflects features that match its context (McQuail, 2010). The locality of

communication defines a place for its inhabitants, which often include coworkers, family

members, classmates, or gangs (McQuail, 2010). Moreover, the ability to convey

information establishes an identity among the individuals involved as communication

allows people and places to connect (McQuail, 2010).

The concept of mass communication and the application of McQuail’s (2010)

theory support the assertion that communication is power. According to McQuail,

communication can oblige or compel, which is a dominant trait that allows the people

involved to exercise power to meet the intended goal of sharing information. In social

relationships, power is a force imposed on one party by another, legitimately or not

(Taras & Rowney, 2007). I believe People exert power to allow others to follow them.

The ability of individuals to use communication and information to compel others makes

these powerful tools.

Craig’s communication theory. Craig’s (1999) communication theory is also

central to the current study’s conceptual framework. During communication, mental

activities or operations are fundamental to establishing behavior (Craig, 1999).

Communication may be verbal or nonverbal (Cervone, 2014). The latter reflects the use

of planned psychological activities and various methods of communication to influence

audience attitudes (Craig, 1999). Moreover, the communication of planned psychological

activities is through any preferred channel, provided the identified plan meets its

intention of altering the behavior and perception of its anticipated audience in achieving

the objectives.

The rhetoric tradition examined in the mentioned conceptual framework involved

coining the theory to facilitate persuasion through psychological means. The art of

rhetoric is mostly concerned with the use of public speech to engage the listeners’ mind

in thought (Taras & Rowney, 2007). In the end, the listeners’ opinions, or moods change

motivated or discourage the individual to act. However, the speaker must be credible in

other’s eyes based on what the theory outlines. Listeners need to sense authoritativeness

and trustworthiness. According to Craig (1999), the speaker must perceive himself as a

good and honest individual, a character trait that must resonate with the audience’s

goodwill to judge the speaker’s intentions. An emotional proof occurs when the audience

agrees with the speaker as evidenced by not only their understanding but also their ability

to accept the speaker’s arguments (Taras & Rowney, 2007).

Other Theories Applicable to Conceptual Framework

Cultural theories. The theory application entails not only a low-like proposition,

but also an approach that outlines the systematic use of ideas that help to understand a

phenomenon, guide action, and predict consequences (McFarland, 2014). In mass

communication, the application of various theories helps to understand a set of strategies

as shaped and defined by culture, operational approaches, and social engagements (Ngai,

Tao, & Moon, 2015). The indicated form of association among individuals relies on

socially scientific theory and ventures that researchers identify in establishing working

relations. Evidently, social scientific theories describe nature based on an evaluation of

systematic and objective of media application platforms and other sources related to mass

communication (Alexandra-Mihaela & Danut, 2014). Other relevant sources are crucial

in putting into perspective the validation and rejection of mass communication methods

(Smarandache & Vladutescu, 2014). A large body of researchers defines socially

scientific approaches in mass communication. However, researchers lack consistency and

organization owing to a broad spectrum of society and individual communication

involved in sending and receiving information.

The cultural theories also offer a critical framework for communication practices.

The theories identify cultural paradigms that shape character. Apparently, cultural

theories offer an evaluative and differentiated viewpoint in describing cultural relics that

are integral in establishing information quality (Lang, 2013). However, some researchers

have attributed cultural theories and their application in mass communication as

challenging hierarchical organization (Alexandra-Mihaela & Danut, 2014). Hierarchical

organizations emerge as irrelevant to the true significance of culture. From a cultural

perspective, mass communication has generated an understanding of communiqué either

as an ethical practice or as a social-cultural practice. Moreover, mass communication

applies to literature, graphic art, and television. To implement cultural theories in mass

communication, scholars must take a keen interest in their role in establishing clear

arguments and articulation (Schiavo, 2013). Coherence, consistency, and ideation form

the other parts of cultural theories in mass communication (Walther, 2017). Cultural

approaches further negate testing and validating observation, which is a cornerstone of

mass communication strategies (Walther, 2017).

Normative theories. Mass communication also incorporates normative theories.

The study of mass communication focuses on examining and prescribing how the media

operates in the wake of certain social values (Ngai et al., 2015). A social-philosophical or

ideological narrative is essential in analyzing the normative theory; in fact, the element

shapes constitution of ideas related to communication strategies (Smarandache &

Vladutescu, 2014). Normative theories are crucial in mass communication. These

theories signify legitimacy and help shape media institutions (Lang, 2013). Moreover,

normative theories have considerable influence on societal expectations as defined by

social agencies and media’s audience (Mikhieieva & Waidmann, 2017). One can argue

that there is the need to identify norms within society and culture, in improving

communication approaches, shapes research on mass media communication channels and

strategies (Schiavo, 2013). The same applies to society’s normative theories in shaping

their media as signified by existing laws, regulations, policies, and ethical codes of

conduct (Mikhieieva & Waidmann, 2017). However, the theories are not subjective and

can rely on objective methods as applied in the study of Social Sciences (Mikhieieva &

Waidmann, 2017).

Operative theories. Finally, operative theories are useful in analyzing mass

media and its role in communication. The theories help to understand the practicality of

ideas in establishing rules that govern media practitioners in their line of duty

(Muszynska, 2015). In organizational and professional settings, there are rules, policies,

and guidelines that govern the application of mass media, consequently, supporting

operative theories in establishing mass communication strategies (Smarandache &

Vladutescu, 2014). Operative theories help organizations to develop solutions to

fundamental tasks, which revolve around news selection, need to satisfy an audience, and

conducting advertising. Additionally, the theories also enhance organizational

performance relating to resources, societies, and defining communication channels (Lang,

2013). It is imperative to note that the mentioned theories are interchangeable with the

normative theories since both sets of theories define journalistic ethics and codes of

practice.

Theoretical Application in Project Communication

Research indicates that human communication is 0% to 5% efficient, meaning

that the other percentage in communication is wasted (Kwon, Ogawa, Ono, & Miyake,

2015). Although communication emerges as a planned process, one might have trouble in

predicting human behavior. Knapp et al. (2014) asserted that if communication perceived

as one that could not fail. There are chances that communication will most likely fail

(Mikhieieva & Waidmann, 2017). Despite articulate and execution of communication in

the health care sector, inevitably, the mode of conveying information can still fail to

deliver deliberate decisions or messages owing to mistakes, misunderstandings, and

external interference (Knapp et al., 2014). The receiver of any communication message

can affect the process due to misunderstandings on their part (Mikhieieva & Waidmann,

2017). Mass communication forms a large body of Social Science as the exchange of

information entails an understanding of human communication (Gaur, 2017).

Communication science refers to an understanding about the interplay between

production, processing, and effects of various symbols and signals integral to the

development of testable theories (Eveland & Cooper, 2013).

Additionally, communication science entails the ability to understand laws and

phenomenon explanation strategies associated with production, processing, and outlining

communication effects (Timm, Hum, & Druckenmiller, 2016). Inevitably, there arises a

bias due to the application of quantitative studies, especially concerning communicative

behaviors as well as its fundamental causative effects (Timm et al., 2016). Scholars and

researchers have found it difficult to handle the nature of communication symbols and

their significance; the process through which organizations can derive meaning as

defined by the various social and cultural contexts (Gaur, 2017). The development of new

technological paradigms has also repressed the definition of communication, especially,

when considering differences associated with public and private communication (Eveland

& Cooper, 2013). The definition has a blurred line in distinguishing mass and

interpersonal communication, thus making the arrangement a challenging one to define

due to circumstantial reasons.

Factors That Affect Communication

Communication is not independent and self-sufficient since several factors such as

economic, legal, political, and ethical considerations must have a part in the process

(Timm et al., 2016). One can conclude that communication is an interdisciplinary topic.

Communication must adopt various social, economic, political, and ethical norms in

establishing communication approaches and strategies. In reviewing mass

communication issues and its role in shaping communication strategies, PMs must study

different societal and organizational levels as well as their process (Dudo & Besley,

2016). The provided understanding of communication is analyzable, and one may argue

that establishing a project must be through a network of interjectors that enable the

transmission and exchange of information (McQuail, 2013). Accordingly, mass

communication is a venture that connects many receivers to one source of information,

but conversely, new media technologies have shaped communication by providing

interactive connections at different levels. However, Dudo and Besley (2016) concluded

that mass communication is not the only platform that communication can take place.

Other non-communication channels integrate into society-wide networks to enhance

communication. Telecommunication infrastructure and postal services incorporate as part

of non-communication channels and strategies that shape organizational communication

approaches (Timm et al., 2016). As a result, noncommunication networks work in

situations that require special responses or in unusual circumstances, for example, during

crises or other emergencies.

Communication Planning

Often, companies’ projects are demanding, resulting in the need to develop

planning strategies that meet the unique needs and requirements. In fact, communication

is a vital component that makes an organization offer many benefits if appropriately

practiced (Mikhieieva & Waidmann, 2017). Employees, both individually and in teams,

are the primary audiences who provide a link to external audiences such as stakeholders

during project management exercises (Butt et al., 2016). Business leaders must set clear

goals and expectations to build strong relations not only among co-workers but also with

external players (Mikhieieva & Waidmann, 2017). One can affirm that effective

communication is fundamental. In almost every organization, rules regulate the employee

expectations to ensure the feedback offered meets the desired goals (Katz, 2015). The

essence of boosting organizational trust and loyalty is entrenched in focusing

communication on individual needs while also providing information with the necessary

feedback (Rider et al., 2014). Loyalty and trust are crucial elements in fostering healthy

relationships within organizations and among teams.

The receiver may have the best intentions to create a meaningful analysis based

on the sent message, but in the end, the interpretation can fail to gain intended responses

or conclusions (Treweek et al., 2013). Health care professionals communicate to improve

services. Therefore, when team members become satisfied with inform heard and read,

the communication approach may have attained its intended objective. According to

Knapp et al. (2014), if PMs become satisfied with the communication approach, the

interpretation is that the given message is for self (personal) consumption rather than for

team members (Gaur, 2017). PMs in the health care sector must identify the recipients’

previous knowledge on the issue, their opinions, and interest (Lang, 2013; Muszynska,

2015). Commonly, some issues can improve and raise recipients’ internal defense

mechanisms, which lead to communication failure. In effect, a negative change in the

way for misunderstandings creates an avenue for misleading work-performance

structures and strategies (Creasy & Anantatmula, 2013). Misunderstandings are a recipe

for conflicts between employees and team members (Kash, Spaulding, Johnson, &

Gamm, 2014). Kwon et al. (2015) argued that recipients’ experiences might affect

communication as people base their responses on their conceptions, which distort the

intended meaning.

The more people communicate can create a sense of worse the outcome based on

the intended message. However, the interpretation is not for people to communicate less,

what becomes vital is the need for moderation (Palmer & Schibeci, 2014). When the team

members and their PMs communicate more, there is the possibility misunderstandings

will occur. The possibility of communication and message misunderstandings taking

place leads to the creation of new misinterpretations (Keil, Smith, Iacovou, & Thompson,

2014). The analysis is true for mass communication. The current state of affairs indicates

that communicating how different arrangements seem to be. Mass communicators discuss

topics that happen near people, geographically, either culturally or socially. There is a

need to maintain an important, relevant, and appealing source of information for all (Keil

et al., 2014). However, mass communication centers at identifying faults, mistakes, and

abuses (Newhouse, Lupiáñez-Villanueva, Codagnone, & Atherton, 2015). Interestingly,

there is a quote that states, “It does not become news when a dog bites a man, but when a

man bites a dog” (Gaur, 2017, p. 559). Consequently, Shabir, Safdar, Imran, Mumtaz, &

Anjum (2015) hold the view that mistake within the confines of an organization may be

more important than a terror attack happening thousands of miles away. However, if a

victim is a relative, friend, or an important person in the organization, then such news

becomes essential. According to Christensen and Cornelissen (2013), if a situation is

overbearing, then, employees and managers tend to forget essential things that were

important seconds ago. Persson and Napier (2015) agreed that human nature is

characterized by instances of being stressed and in the advent of such situations, thus,

hindering the message (Persson & Napier, 2015).

Ruben and Gigliotti (2016) considered communication to have its shortcomings

and people must communicate enough; not too little, not too much. There is importance

when senders shape the message in accordance with recipients. However, the approach

becomes easier when the involved audiences comprise few receivers (Gaur, 2017). Mass

communication becomes a challenge when communicating with multitudes. The crowd

will decide whether to react to the message (Cooper, Courtwright, Karlage, Gawande, &

Block, 2014). Essentially, the message’s origin should be reliable as people tend to be

skeptical of communications relayed by undependable individuals (Cooper et al., 2014;

Creasy & Anantatmula, 2013). In parallel, reliable messages conveyed by unreliable

persons are a recipe for uncertainty, inconsistencies, and negative perceptions (Keil et al.,

2014). For communication to become reliable, the perception about the message and the

sender must be authentic.

Communication Management

Managing information in projects is crucial since this necessity helps guide steps

for maintaining the project on course. According to Ngai et al. (2015), formal and

informal communication channels exemplify information control. The information allows

the establishment of plans central to project information gathering. Information in the

form of plans prepared and shared to meet the specific individuals’ needs that are

involved in the project (Katz, 2015). The planning ensures those requiring

communication to understand the process by instituting information relevance, clarity,

and accuracy (Kaiser et al., 2015). Newhouse et al. (2015) affirmed that exchange of

information must also be completed and presented in a timely and appropriate manner

using the correct channels. Communications management entails not only information

distribution but also a process that involves the creation, collection, and distribution of

project evidence (Gaur, 2017). Miller and Barbour (2014) further asserted that the

information must be stored, retrieved, and dispositioned through a project management

plan. The project stands to benefit when information flow to stakeholders is relevant

(Keil et al., 2014). Project leaders must ensure appropriate generation and understanding

of provided information to seal loopholes associated with communication

mismanagement.

Project owners and customers stay in the loop of project performance. According

to Manojlovich, Squires, Davies, & Graham (2015), PMs need to communicate with the

customers and business owners concerning progress made and reporting performance.

The project team is composed of key personnel whom the business leaders must rely on

for crucial information (Cheung et al., 2013). All project team members are liable to

provide accurate information regarding process execution. On the other hand, vendors are

also important component in the teams’ performance project must relay information

about work execution, delivery, and progress (Ruben & Gigliotti, 2017). Performance

reporting points to the collection and distribution of progress information that requires the

entire team to periodically identify, collect, and analyze actual data relating to the project.

Tourish (2014) argued that formatting is essential. All performance related information

should have the right format as provided by the organization or through the guidance of

business manager/project leader. Team members act as informants by requiring the PM to

provide storage facilities to ensure documentation is professional (Cornelissen et al.,

2015).

Project teams show no fewer traits than other social relationships in

communication. PMs are supposed to define communication strategies to guide their

teams towards achieving set goals. Leonardi (2017) affirmed that in all communication

aspects, PMs should underline the importance of communication competence as shaped

by knowledge, motivation, and skills. Regarding motivation, the act involves respect

hence the suggestion to have an interpretation and understanding of messages by the

audience (Muszynska, 2015). Leadership and communication are complementary, PMs

must demonstrate astute leadership skills in expressing their opinions (Verghese, 2017),

and motivation is a role that cannot be underrated. A PM is expected to ensure the teams

work together towards achieving a common goal and thus the necessity for underlying

commitment and motivation (Liang et al., 2014). Project management and

communication complement one another. As suggested by (Verghese, 2017), the need for

effective communication increases when projects are bigger and complex. Koschmann

and McDonald (2015) agreed that in a health care setting, the commitments towards

achieving set goals depend on effective communication. The corporate world, business,

organizational, and public relations, requires leaders to display certain characters and

attitudes in motivating their teams (Dudo & Besley, 2016). In project communication,

PMs should communicate the project targets, results, and discuss these parameters among

project team members and towards people committed to the project (Liang et al., 2014).

As a result, managers can build team spirit by clarifying the scope and project targets,

while also creating an avenue for feedback.

Project team members discover various opportunities arising from innovative

ideas built on open communication with companies. Expression of ideas among team

members develops where there is a link between respect and knowledge input (Verghese,

2017). Primarily, if team members understand their value and contributions, then, there is

a high chance that their efficiency will be evident in almost every aspect entailing the

project (Keil et al., 2014). Business managers must be at the forefront of providing

information that identifies the project’s purposes, the products, and services on offer and

the gains expected (Butt et al., 2016). If business leaders communicate organizational

culture to their teams, there is a high possibility that the individuals involved will pass on

the mantle of positive feedback to other audiences involved in the project (Butt et al.,

2016).

Benefits of Effective Communication for Project Management

Organizational leaders emphasize the role of communication in improving

performance and productivity (Parks, 2018). Business managers maintain open

communication channels; in fact, project members outperform their competitors in

crucial project’s segments, mostly in growth, profitability, and project feasibility

(Koskinen, 2014). In high performing project teams, the line of communication ensures a

flow of information. A command of a communication system that allows the flow of

information top down, which enable every member to be involved in team’s

performances (Gaur, 2017). However, in most cases, a tell-and-respond communication

structure is ineffective as an exchange of information in such an arrangement only

commands project teams and other employees to perform certain tasks without

questioning the intents of objectives to be met (Koskinen, 2014).

Effective communication is a platform that supports business operations and

ensures the timely completion of projects. Statistically, business managers who embed

effective communication have a higher rate, 80%, of outperforming other project team

members in organizations that do not have such a practice (Katz, 2015). PMs have

identified the management of projects as a challenging process because of their oversight

role in the project scope and every involved activity (Butt et al., 2016). During projects,

business managers have the role of initiating, planning, executing, controlling and closing

projects, although all these processes and steps rest on effective communication.

Research has shown that communication is a fundamental factor in ensuring the

successful completion of projects (Cheung et al., 2013). PMs have identified the benefits

of effective communication, stating that where channels of communication are poor, a

project is likely to fail (Kwon et al., 2015).

In the health care sector, like other sectors, strategic management in projects has

become an imperative concept that driven by articulate communication and interactions.

Project members must think of how to conceptualize complex dependencies, and later

become integrated into decision-making to improve project outcomes (Koskinen, 2014).

The long-term implications of messages in an organization best define the interplay

between communication and project management (Keil et al., 2014). Elements that are

crucial to a company’ success can be broken down into four segments: strategy,

communication, competence, and leadership (Kamensky, 2010). However, these

elements must work together for projects to succeed. These aspects form what Kamensky

considered the strategic diamond of success (Kamensky, 2010). The four fundamentals

interlink in improving the overall long-term success of a project and the organization (see

Figure 1 for a visual rendering of the fundamentals).

Figure 1. Elements of effective communication that shape companies’ success

(Kamensky, 2010).

Strategy

• Common strategy- and

business language

• Ability to focus on the

essential

• Perseverance also in

quartal economy

Communication

• Team play

• Networking

• Ability to interact

Competence

• Ability, desire, and courage to

renew

• Understanding and utilizing

information

• Adequate business knowledge

• Knowledge and view of theory

to industries in relation of its

environment

Management

• Holistic view on

management

Notably, the foundations of Kamensky (2010) diamond success in project

management also apply in the short-term. Project management goals strategically align to

facilitate the achievements of not only the organization but also patients and clients’

expectations (Katz, 2015). PMs are required to apply a holistic conceptualization of

where the project heads to enhance competency in the execution of set project objectives

(Koskinen, 2014). Teamwork arises when effective communication creates coherence in

project management.

Communication Resources

The financial aspect of project management rests on the auspices of all people and

institutions using their resources mostly finance, through competency. In all

organizations, resources are scarce, strengthening the desire to use them wisely.

Resource, in communication, creates an avenue for the use of material and immaterial

assets that have been availed by management to manage and implement communication

(Hwang & Ng, 2013). Resources, as applied to every organization, set the stage for the

achievement of goals. PMs must define the aims and purpose of communicating

resources. Moreover, quality and quantity are two dimensions that define resources. On

the other hand, time and objectives also define resource use (Cooper et al., 2014).

Knowledge is a resource that creates an avenue for benchmarking operations along with

other functions in an organization (Cooper et al., 2014). Knowledge management aims at

facilitating the production, processing, and delivery of communication in a way that

improves project management and other operations within an organization (Katz, 2015).

Communication is vital in defining roles and responsibilities, with the appointment of

Communication directors crucial to enhancing projects and organizations.

Communication, through these offices, becomes a management segment that improves

astute decision-making, while also fostering the acquisition of real-time information

(Cooper et al., 2014).

Organizations have not been quick to decentralize communication through the

creation of networks. Decentralizing communication and setting up networks is

fundamental in bringing every individual on board in an interactive process that fosters

growth (Cooper et al., 2014). Project management is an overlapping exercise that allows

team members to work in different sectors/segments in a project. PM's roles become

paramount, as these personnel have to be versatile in the management of simultaneous

external relations while also facilitating internal integration (Katz, 2015).

PMs have a crucial role to play in ensuring project teams work according to the

project scope as defined by their goals and objectives. Nonetheless, managers also play a

fundamental role in communication (Henderson, Stackman, & Koh, 2013).

Communication, from a project management perspective, ensures that the PM can build

team spirit and support every employee to meet set expectations (Mnkandla, 2013). PMs

are sometimes required to integrate a personal approach when communicating by

combining tailored messages based on the individual needs of each team member

(Verghese, 2017). Importantly, PMs must know that each team member has different

needs and ways of receiving information. Managing professionals at the workplace,

primarily, by identifying their specialty, requires PMs to be flexible in their

communication approaches and strategies (Marzagão & Carvalho, 2016). Among

professionals, PMs must take a back seat and only coordinate actions, allowing the

professionals to work out their tasks without interfering with their lines of operation

(Marzagão & Carvalho, 2016)

Project Communication Strategies

PMs are involved in analyzing and communicating project scopes and offer

advice on the way forward (Bubshait, Siddiqui, & Al-Buali, 2014). PMs must align

project objectives with organizational goals by communicating tasks and actions towards

improving project outcomes. PMs are required to visualize the scope to convey the

responsibilities ahead through a tone that is favorable to the project team members or

receivers (Henderson et al., 2013). For example, a PM must analyze a project flow chart

and all the phases involved, and later communicate the various elements required to every

team member (Marzagão & Carvalho, 2016). Hence, the manager will help analyze any

forthcoming issues that may be of concern to the project members and prioritize the most

straightforward and most effective communication strategy in outlining the tasks.

PMs are not the only individuals involved in communication. Team members also

need to detect issues that may arise during execution and draw precise conclusions

(Bubshait et al., 2014). The presentation of findings to PMs or the entire team improves

the coordination of tasks, follow-up, and feedback when necessary (Mnkandla, 2013).

Members are also required to work independently and must be proactive in

communication. While PMs are communication moderators, team members are crucial in

facilitating communication cooperation, both internally and externally (Blaskovics,

2016).

Furthermore, team members help their PMs in communicating project

requirements and management expectations. Project team members perform better when

there is a constant exchange of information, mainly, through teleconferencing and/or

face-to-face communication (Katz, 2015). PMs must acknowledge the potential

communication risks involved and the probable impacts on the scheduling, costs, as well

as implementation procedures associated with a project (Katz, 2015). Importantly, PMs

must enhance the quality of information considering that quality in communications

project management reflects information accuracy and reporting standards that must meet

organizational requirements (Blaskovics, 2016). Drawing message conclusions are

paramount among PMs as this effect allows them to define critical paths that are

necessary for project success. The arrangement also helps members prioritize issues of

concern that might pose risks in a communication setting (Blaskovics, 2016). In almost

all companies and project management platforms, emphasizing an organizational culture

that fosters willingness and openness in information sharing is crucial in mitigating

communication risks (Koskinen, 2014).

However, it is important to note that the management may not share all

information with the project team. Nonetheless, collecting project information, at a go,

easies the ability to update teams (Blaskovics, 2016). Arguably, project teams face

varying challenges in updating project reports and using different updating concepts. In

turn, the limitation prompts a necessity for project’s managers to communicate report

filling processes and information update strategies (Katz, 2015). Most importantly,

managing cultural differences will go a long way in eliminating language barriers that

affect information flow and message retrieval (Kwon et al., 2015).

Designing Communication Strategies

The benefits of designing a compelling communication strategy rest on the

auspice of ensuring the process parameters are in tandem with relevant project strategic

interventions (Cheung et al., 2013). Monitoring and evaluation of strategic interventions

will help business leaders decide on effective strategic interventions and the platforms

necessary to communicate the responses (Cheung et al., 2013). A practical approach

based on several steps will be integral in designing an effective project’s team

communication strategy as indicated in the figure below.

Figure 2. Steps integral in designing effective communication strategies for project

teams. (Kaiser et al., 2015)

The first step in project review entails an analyzing project’s study document. The

examination offers a snapshot of what the project aims to achieve and the goals that the

project team must rely on to meet the set objectives (Kaiser et al., 2015). The second step,

the formative research, involves an investigation into proposal loopholes by identifying

some concerns that the project has not integrated into the plan, but are fundamental in

facilitating project success (Kaiser et al., 2015). In the third step, the project team and

business manager must outline a draft strategy that founded the final document (Hirst &

Mann, 2004; Kaiser et al., 2015). The fourth and final steps entail reviewing possible

interventions critical to ensuring all project goals. In turn, this analysis establishes a link

between strategy and planning respectively (Kaiser et al., 2015). The business leader

should provide a communication strategies document to the project team to level the

Reviewing project literature

Finalizing communication strategy

Conducting formative research

Establishing draft communication strategy

Analyzing proposed project interventions

structure and project’s purpose in a combative way that is clear to all team members

(Kaiser et al., 2015).

Theoretically, managers are required to facilitate team spirit within their teams by

supporting and clarifying each member’s role and expectations. According to McQuail

(2010), mass communication must allow the audience time to interpret the relayed

message. Dispute and uncertainty, in communication, arises where project team members

rely on assumptions derived from the message. However, there is a no unique source of

meaning and people cannot always agree (Tushman, 2017). From a theoretical

perspective, the expectation is that nature solves the issue of cause and effect (McQuail,

2010). Mass communication further creates an identity where people feel a sense of

belonging, especially, to cultural manifestations of social grouping. Work, language, and

belief systems shape character, and mass communication (McQuail, 2013). PMs need to

establish identity by communicating effectively, and the process requires the placement

of communication strategies used for the project. Identity formation, maintenance, and

dissolution are parts of mass communication and must be at the center of shaping the

project team’s perspectives (McQuail, 2010).

Projects are part of economic ventures and communication is crucial in

improving the degree of concentration and commercialization of message content.

Consequently, several risks may arise where the project team members do not share

project progress (McQuail, 2010). Critical theory exposes mass communication

underlying issues, linking them to specific values and social concerns (McQuail, 2010).

The same can applies to business processes and projects. The theory has been

instrumental in exposing communication issues where team members fail to grasp the

project's concepts and objectives involved (Koskinen, 2014). Moreover, a lack of

communication from the PM may facilitate project underachievement, while project

teams can be blind to project problems. PMs can fail or forget to relay essential data or

even withhold crucial project information. These risks emanate from poor

communication (Koskinen, 2014). McQuail (2010) established that mass communication

creates a sense of identity with the audience, consequently, allowing them to be on par

with project formalities. Creating a character through communication enables PMs to

device communication strategies and approaches that can improve project management.

Cheung et al. (2013) support the sentiment through an argument that PMs must create a

sense of trust through their communication approaches. However, the entire process of

trust is not possible if the project team lacks an identity. Espinosa et al. (2015) further

stated that PMs must understand their team’s level of knowledge in interpreting

information. In other words, PMs need to know their target audience, a crucial fragment

in optimizing messages for them.

Lack of a communication strategy is a significant issue that leads to poor project

performance. Overall, however, the channel, mood of communication, and PMs’

communication competencies affect team members. Discussions of the rhetorical

tradition of communication and speech allude to a hypothesis in the application of

persuasive communication. Craig (1999) used rhetoric theory to underline the

psychological underpinnings that improve communication. PMs must be able to adjust

their viewpoints and ideas to people and vice versa using language and symbols. By

using rhetoric, PMs can persuade their teams through arguments (Kwon et al., 2015). The

presentation of arguments has the backing of sound reasoning and conclusions, while also

projecting positive project results. To achieve the mentioned arrangement, PMs need to

communicate a course of actions to ensure all team members have the same

understanding (Turkulainen, Aaltonen, & Lohikoski, 2015). A manager’s ability to

persuade the project team depends on his/her ability to shape and reinforce responses

through communication. Occasionally, PMs have a social appeal, which can blind the

team members based on the sender’s position when presenting a detailed argument

(Koskinen, 2014). Therefore, the PMs need to navigate the social blindness and develop

communication strategies that will persuade team members to accept and act on the

information provided.

According to Craig (1999), the attitude system as defined by perceptions,

cognitions, beliefs, and behavioral changes are central in inferring influence on the

recipient’s actions. In developing communication strategies, PMs are required to establish

a sociopsychological tradition with the aims of altering the behaviors of others by

targeting their emotions and cognition (Turkulainen et al., 2015). The composition of

project cycles and components take various dimensions, while also considering the need

for resources and the time consumed executing them (McQuail, 2010). Essentially, PMs

must possess necessary skills to aid in resource management considering communication

is a crucial venture that may determine the success or failure of projects (Turkulainen et

al., 2015).

Internal Communication Strategies

The use of the qualitative methodology for the current research lays bare the

foundation for an evaluation of PM’s communication strategies in improving project

teams’ operations. PMs, in the health care setting, are required to provide direction and

innovation on how to achieve health care goals, especially in the wake of new health care

interventions and innovations geared towards providing quality assurance. Moreover,

PMs role in the health care sector is to facilitate communication strategies geared towards

building team spirit, supporting employees, and ensuring everyone know and performs

their expected roles and duties.

According to Espinosa et al. (2015), the use of personal approaches and tailored

messages goes a long way toward improving communication. As evidenced in Espinosa

et al. (2015) findings, each team member receives and interprets messages in various

ways as codified by their intuitions, due to the necessity that a PM relays the message in a

way that is precise to individual employees (Creasy & Anantatmula, 2013). In almost

every organization, PMs are required to interpret the project picture for all employees and

project team members (Espinosa et al., 2015). Visualizing the overall scope involves the

input by PMs to show astute communication in relaying phases and address any issues of

concern. Henderson et al. (2013) are categorical that PMs must have data in place to

allow effective communication to take place. Accordingly, the use of data, mostly stored

in templates goes a long way in offering references on project handling (Turkulainen et

al., 2015). As a result, the information creates a communication opportunity where

managers can reference stored data to employees on how to report project progress. The

incorporation of a designated communication space such as web page to show project-

day status is crucial in providing historical information on cumulative and targeted

milestones (Espinosa et al., 2015). The study involved an evaluation of communication

strategies and incorporated managers and frontline supervisors with the aim of

understanding strategic approaches that enhance communication channels at Ericsson

Goteborg. Importantly, the case study investigated the appropriate communication

strategies such as meetings and conversations, internal newsletters, and electronic

communication.

Personal approaches. According to Sewestianiunk and Voitovici (2013), using

internal surveys, employees preferred teleconferencing and/or face-to-face

communication as part of a natural affinity perspective to improve validity. In turn, the

application of personal approaches supports the mass communication theory and the

hypothesis that signifies team members’ preference for a social interaction platform that

best suits communication practices in any organization (Espinosa et al., 2015). According

to Keil et al. (2014), teleconferencing and/or face-to-face communication provides a

platform where PMs and their teams can resolve misunderstandings and offer motivation

to digest information better. Moreover, teleconferencing and/or face-to-face

communication is the easiest form of exchange where participants lay bare their priorities

and concerns in facilitating project success (Sewestianiunk & Voitovici, 2013).

Additionally, in the same research by Sewestianiunk and Voitovici (2013), some

respondents (87%) supported the use of teleconferencing and/or face-to-face

communication as the most appropriate media of internal communication between

managers and their teams. The teleconferencing and/or face-to-face method has a direct

impact in the organizational setting as the respondents agreed that the technique fosters a

more profound sense of community, avoids misunderstandings, and plays a useful role in

communication job-related tasks (Sewestianiunk & Voitovici, 2013). However, if there is

a limited room for telecommunication type of communication, owing to a clogged-up

project exercise, the phone conversation applies. Keil et al. (2014) found that phone

conversations are the second best but have their issues considering attentiveness and the

lack of visual feedback. Mnkandla (2013) argued that phone conversations allow distance

transfer of urgent information especially when PMs are in consultations with project

stakeholders in another location.

E-mails. E-mails also play a critical role in many projects by facilitating

information exchange. Qualitative research by Alatalo (2013) investigated the role of e-

mails in improving communication strategies in projects. The research examined high-

technology product development projects and offered the perfect synthesis in the health

care sector since technology is crucial in improving health care. The study was empirical

and involved interviewing employees involved in projects that develop high technology

products from various fields. According to Alatalo (2013), the use of e-mails is

fundamental in helping employees in their day-to-day activities. Workers did not

appreciate the use of emails as overwhelming due to the number of messages received. E-

mails are the most common internal communication channel in project management.

However, the interviewees confirmed of having overlooked or ignored many messages,

with some considering them to amount to information surplus.

However, according to Mnkandla (2013), the use of e-mails leaves the

responsibility to read, interpret, and respond to the receiver, meaning the sender has the

least control over the recipient’s reactions. Moreover, we are in a modern era of quick

responses, which implies that sending emails can be slow and unreliable compared to

other communication mediums like voice calls, video calls and real-time chatting

(Mnkandla, 2013). Conversely, the use of regular joint meetings offers the best platforms

where PMs can discuss project progress and emerging issues with the project members.

Meetings allow the project team to raise questions and discuss different matters, hence, to

facilitate active engagement (Kwon et al., 2015). Muszynska (2015) supported the

argument. However, he viewed meetings as affecting communication since not all

members assume active roles. Considering that project targets are common and equally

shares the matters at hand can influence the role of individual team members.

Chat rooms. Schiavo (2013) analyzed the concept of chat rooms particularly as it

is applicable to individual roles affected and suggested that the use of internal chat-tools

would significantly improve communication. Mifsud (2013) conducted qualitative

research of effective communication among medium-sized co-funded projects in EU. The

study entailed an investigation of communication-related issues plagued projects among

midsize companies with difficulties such as excessive bureaucracy, and unclear roles

pointed out. According to Mifsud (2013), the use of web-based project management tools

(WPMs) such as chat rooms was observed to improve communication between PMs and

their teams while reducing bureaucracy in approving project documentation. Majority of

such tools are online and create an interactive avenue that is dynamic and allow instant

messages and feedback (Mifsud, 2013). Importantly, it is possible to save these types of

conversations and discussions just like emails. WPMs chat rooms simplified the transfer

of necessary project documents while also enhancing storage and access to information

(Mifsud, 2013). Nevertheless, on the other hand, WPMs seem informal (Mifsud, 2013).

Weekly meeting. Weekly team meetings are among the most effective project

communication tool to use. Team meetings allow team members to participate and give

their opinions regarding different issues affecting the project (Schiavo, 2013). Regarding

weekly meetings, Smarandache and Vladutescu (2014) emphasized how crucial it is for

PMs to put in place detailed action trackers that list and follow-up on every individual

task. By implementing detailed action tracker programs, PMs will be able to simplify,

schedule follow-ups, and enhance individual team member’s commitment to the project

course (Schiavo, 2013). Inevitably, PMs must simplify the ability to understand the

weekly meeting arrangement. There is the need for the team members to display their

inputs, actions, and processes involved in a logistical flowchart to outline the project’s

big picture, scope, and legitimacy (Creasy & Anantatmula, 2013).

The success of a project rests on the compilation of visual and straightforward

documents such as flowcharts. Hovland and Lumsdaine (2017) suggested the importance

of incorporation of templates, which form part of visual reports during meetings. An

effective assurance is that every team member is able to read and interpret the templates.

Team members contain detailed tasks that offer perspectives and drive the project team

towards meeting set goals (Schiavo, 2013). PMs use models and visual documents to

provide logical frameworks that help team members synchronize the updates (Hovland &

Lumsdaine, 2017; Keil et al., 2014; Muszynska, 2015; Smarandache & Vladutescu,

2014). PMs must emphasize the use of professional and straightforward communication

techniques.

Communication Risks

Research by Timm et al. (2016) indicated that risks in communication are bound

to occur owing to inconsistencies in status updates and other project issues. Team

members can affect communication where they disagree on sharing of status updates and

achievements while also failing to solve problems and issues that occur during the project

(Timm et al., 2016). Muszynska (2015) validated the argument by stating that where any

project member commits a mistake, the project members must aim to identify the

individual and ensure the same fault does not occur again. Imperatively, individual

member follows up the complaints and recognize any inconsistency that may have led to

failure (Gharaibeh, 2016).

Another issue of project communication occurs where there is the deliberate

withholding of essential data or sharing with a customer. Marzagão and Carvalho (2016)

insisted that communication risks arise when internal information leaks to the public or

customers. Deliberate communication prompts an occurrence of risks. The purposeful

leakage of internal information is a potential failure on PM’s role and the team

(Marzagão & Carvalho, 2016). Lang (2013) also attributed the presence of potential risk

to misinformation and a lack of adequate communication from the project lead or

manager. Crucially, team leaders must know their members level of knowledge and

tendencies to interpret information (Gharaibeh, 2016). Moreover, PMs must understand

the communication target group and facilitate the formulation of optimal messages to

avert future inconsistencies. Knapp et al. (2014) also suggested that team members must

know their PM well enough to ensure that when communicating, they are courageous to

point out issues of concerns, as well as offer direction.

Problems also occur when the team involved is significant, and a manager cannot

identify where the issues are arising. PMs must track personnel changes to avert any

communication crisis (Marzagão & Carvalho, 2016). Health care facilities emphasized a

project-oriented platform through different procedures and tools of communication.

Predetermined communication channels must also be in places such as steering meetings,

to avert communication concerns (Turkulainen et al., 2015). Kamensky (2010) argued

that different communication phases integrate within the project team to facilitate project

progress and follow-up. Essentially, managers with the help of project teams, document

these events in a fixed form (Timm et al., 2016). In turn, managers are able to share

information with stakeholders the perspectives on the project and monitor progress

(Turkulainen et al., 2015). Regarding the association between managers and stakeholders,

Hwang and Ng (2013) concluded that in project communication, progress is strategic and

efficient when the team is racing towards a common goal while updating information for

future utilization. A manager oversees all communication layers within the project and

must give updates on project status and tasks by providing continuous information

(Hwang & Ng, 2013). PMs must also enhance the quality of communication, which

reflects information accuracy and topical standards (Hwang & Ng, 2013).

Transition

The study provides an in-depth insight into the strategies that are most effective

among project teams in enhancing communication and gives an evidence-based review of

the process for selecting the best approaches adoptable for influencing successful

communication for particular groups. Furthermore, a clear analysis of the barriers

encountered when implementing strategies to strengthen communication for project’s

teams are depicted. Section 2 contains a comprehensive analysis of various research

methodologies and research designs as dictated by the need for qualitative research and

analysis. Furthermore, I ensured that there was no bias in the distribution of information,

and all facts central to the current study were confidential. Finally, in Section 3, I

analyzed various findings concerning communication strategies that are effective in

improving project team communication. The outcomes related to the present research

demonstrate effective solutions to specific business problems; hence adding to the

business communication skills for PMs. The review of professional literature lays the

foundations for application qualitative research methodology.

Section 2: The Project

The second section begins with a restatement of the study’s purpose. The section

also includes discussion of my role as a researcher and the strategies that I used to ensure

that the study would be successful. Importantly, I describe the approach I used to identify

appropriate participants based on the study’s inclusion criteria. I also discuss ethical

considerations and demonstrate the way a qualitative research design was used in

obtaining the study’s results. Other topics include the data collection technique, data

analysis, and evaluation of the reliability and validity of the research. The section

concludes with a summary of key points.

Purpose Statement

The purpose of this qualitative multiple case study was to explore the strategies

that PMs in the health care industry use to strengthen communication within project

teams. The targeted population consisted of four PMPs from two health care

organizations in the mid-Atlantic region of the United States who successfully

implemented and executed strategies to strengthen communication within their teams.

The implications for social change include the potential for PMs in the health care

industry to identify and implement strategies to strengthen communication, thereby

increasing motivation, improving project results, bolstering profitability, and supporting

the development of companies that can positively contribute to the growth and

development of communities.

Role of the Researcher

As a researcher and as the key data collection instrument, I performed various

activities to ensure that the research project was successful. A qualitative researcher must

identify the critical data collection instrument and prepare questionnaires that are in line

with qualitative research design; then, the researcher must issue them to the participants

(Yin, 2018). Some of my major tasks were the selection of a suitable research approach,

recruitment of respondents, and provision of relevant knowledge to the participants about

their role in the study. Importantly, I also briefed the participants about the overall

significance of the research and informed them how knowledge arising from the study

might result in the overall improvement of project deliverables. Sutton and Austin (2015)

asserted that researchers ought to possess critical skills and abilities -- for example,

sensitivity and knowledge when conducting research dealing with human participants. A

researcher needs to be knowledgeable regarding different research instruments and their

applicability. I believe I demonstrated sensitivity and knowledge in how I worked with

the participants.

In conducting my investigation, I also sought to minimize the potential for bias. I

avoided recruiting participants from my previous or current workplaces. I omitted them

in the study to minimize biases when interacting with the selected respondents, and thus

ensured that I had no prior knowledge about these participants. Specifically, I focused the

study on the adverse effects of poor communication in projects and establishments.

However, I had identified in my research that poor communication systems, in which

managers were not able to network and understand the seriousness associated with

unsecured loans issued to their clients, caused the 2008 financial crisis (Foong, 2014).

My quest for a better world, where people could share their opinions and feelings,

prompted me to conduct the research and provide managers with key insights on how to

improve communication.

Unlike a researcher conducting a scientific experiment, a qualitative researcher

has to interact with participants. Sanjari, Bahramnezhad, Fomani, Shoghi, and Cheraghi

(2014) argued that the involvement of human subjects, in research, poses ethical

challenges. The reason is that researchers are expect to respect privacy and

confidentiality of participants where need be and to obtain informed consent where the

situation demand (Sanjari et al., 2014). As a result, I considered it critical to follow

ethical guidelines as stipulated by learning institutions. A researcher has a mandate of

observing the rights of all human participants and ensuring that unethical issues do not

affect the quality of the research. Hébert et al. (2015) affirmed that researchers have to

protect participants from psychological, physical, and social risks. I considered the key

principles of the Belmont Report as highlighted by Vollmer and Howard (2010) when

collecting data, particularly where human participants were involved.

The respect for persons was the most important ethical principle I embraced in the

study. Adherence to this principle requires that human participants in research studies be

treated as autonomous agents, and those with diminished autonomy be entitled to

protection by the researcher (Vollmer & Howard, 2010). I meticulously ensured that I

receive informed consent from each participant prior to the commencement of the data

collection process. Securing informed consent enabled me to ascertain that the

participants were not only aware of what the study was about and what their role in

conducting the study was, but also ensured that participants took part in the study of their

personal volition. This, in turn, guaranteed the confidentiality of participants of the study,

hence complying with one of the fundamental ethical principles of the Belmont report

(Vollmer & Howard, 2010).

A researcher has to exercise confidentiality in his or her interactions with various

participants. Human subjects are entitled to protection even when data collection is

through the Internet -- for example, when sending, receiving, responding to questions,

and resubmitting filled-in questionnaires through e-mail (Pisani et al., 2016). As the

researcher, I ensured that participants were enlightened about the research and its

expectations prior to involving them in the study. Informed consent is necessary to ensure

that respondents understand everything about the study to make informed decisions

throughout their participation in the study (see Compagnone et al., 2017). I also took

measures to protect all participant information to ensure that it was not accessible to

unauthorized parties. For instance, the consent forms containing participants’ details were

placed in a locked cabinet which I was the only one who had access. Also, data collected

was saved in an encrypted file protected by password to prevent access by unauthorized

persons.

Research outcomes can become ineffective due to a researcher’s bias. Scholars

have found that researchers’ biases lead to one-sided outcomes that do not represent the

views of respondents (Roller, 2015). If a researcher becomes biased, he or she can

influence the results and, ultimately, affect study results (Holman, Head, Lanfear, &

Jennions, 2015). To mitigate bias, I sought to avoid influencing the participants based on

my beliefs and opinions. I abided by the established rules and controlled my emotions

even when the respondents failed to uphold my views. I also followed qualitative study

protocols. Consequently, I believe that I conducted the research effectively and attained

valid and reliable results.

Moreover, to ensure that I gathered information from all respondents in a uniform

and organized manner, I developed an interview protocol (see Appendix A), which I used

to guide my steps throughout the interview sessions with each respondent. Using the

protocol, I managed to pose similar questions to each respondent and obtain what I

thought were their honest and candid views on each aspect of the research topic.

Alshenqeeti (2014) argued that this interviewing approach allows a researcher to collect

accurate and comprehensive data from respondents because the method is quite flexible

when contrasted with the use of questionnaires or observation methods of data collection.

I followed the interview protocol as expounded by the Eurocall (Helm, Bradley, Guarda,

& Thouësny, 2015).

Furthermore, use of the interview form enabled me to engage the study’s

participants in an in-depth manner to ensure I get as detailed (in terms of depth and

breadth) information for all questions. Each interview session took a maximum of two

hours; a period within which each participant answered all predetermined questions as

listed in the interview form. More importantly, the process of data collection commenced

only after all the parties, especially respondents of the study, confirmed that they

understood the details of the study, were content with all the requirements, and were

ready to take part in the research voluntarily.

Participants

For the current study, the participants consisted of four PMs who were members

of a Project Management Professional (PMP) association, working in two distinct

medical supply companies in the mid-Atlantic region of the United States. The primary

inclusion criterion for this study was that all respondents must be registered members of

the Project Management Institute (PMI). PMI is a global institution that provides PMs

with professional knowledge to ensure the advancement of their careers as well as

attainment of their personal goals (PMI, 2018). Saunders et al. (2017) pointed out that

data saturation has become an accepted aspect of qualitative studies. Importantly, one

needs to understand the concepts involved in managing information. Ranney et al. (2015)

defined data saturation as the point where additional information presented in research

does not benefit researchers.

Notably, I reached data saturation by ensuring that only the participants briefed

about the research will be involved in the data collection exercise. The attainment of data

saturation was important for the study primarily because it ensured that inconsistencies

were eliminated and that the final results would be valid and reliable (Saunders et al.,

2017). Furthermore, as I indicated earlier, experience in data collection and management

is crucial. Hence, I involved only participants that were serving as PMs in the Health care

sector and using different techniques to enhance efficiency in communication within their

project teams.

Specifically, I decided that I would obtain some contacts from PMI. My decision

was based on the fact that the PMI had members interested in new challenges. I

anticipated that the PMI coordinator provided me with details about its members and that

would enable me to contact them through their e-mails. Additionally, I obtained

permission to connect with some of PMI members through social media sites, for

example, Facebook and LinkedIn. As aforementioned in the purpose statement, I

managed to interview four respondents in the study who were PMs in health care

facilities in the mid-Atlantic region of the United States. On identifying the participants

of the study, I sent them comprehensive e-mails with details about the study to help them

make the decision on whether to take part in the study. I obtained informed consent,

which allowed the participants to commit themselves to take part in the study voluntarily.

I also adopted a guided approach to collect data for this study. Particularly, I

instructed the participants to confirm their voluntary involvement in the research prior to

the commencement of data collection process. I built trust to ascertain that the selected

subjects disclosed information that would be important in generating the outcomes (Wall,

Jenney, & Walsh, 2018). Respecting the views of others and their cultural backgrounds

help a person cultivate trust (Lyon, Mšllering, & Saunders, 2015). I ensured that I

informed respondents of their right to withdraw from the research activities once they

feel that they are not comfortable with its proceedings (Garner et al., 2017). Ultimately, I

also created a positive research environment, and I maintained meaningful relationships

with all the respondents to achieve reliable and valid outcomes (Devlin, 2018).

Research Method and Design

I intended to use this research to explore the strategies adoptable by PMs to

enhance communication among project teams within the health care sector. I also aligned

the mentioned topic with the qualitative research design to attain consistent outcomes.

Qualitative research approach was appropriate for this study because it analysis social

issues that are not quantifiable (Glaser & Strauss, 2017).

Research Method

According to Almalki (2016), the essence of qualitative research is often to

understand and explore certain social phenomenon or human-related problem. A

researcher draws key information from people that have experienced various negative or

positive occurrences (Alvesson & Sköldberg, 2017). The mentioned research design is

inductive, and a researcher that uses a similar method suggests that the variables studied

are not easy to measure and are complex in nature (Almalki, 2016). Furthermore,

qualitative research is usually interpretive and/or explorative in nature (Yin, 2018). The

research’s application construes to social factors. I used qualitative inquiry methodology.

The necessity is that the indicated approach allows a researcher to explore social

problems (Schwandt, 2014). I wanted to understand the effect of ineffective

communication strategies and their impact on limiting PMs in their desires to complete

projects successfully. The described method is useful in explaining different activities.

The approach enabled me to gather data from a specific region, and I was able to

understand the participants’ personal views about the topic.

The choice of data collection technique is crucial. The Qualitative research is

helpful in exploring different social constructs and varied opinions shared by a group of

people (Yin, 2018). Benson and Filippaios (2016) suggested that qualitative research is

useful in the organization as well as management research activities. Researchers use the

qualitative method to comprehend the intricate social issues. Qualitative researchers

combine both practical and cognitive contexts and provide data that tackle management

problems. One is able to conduct qualitative research activities over the internet

(Salmons, 2015). As a researcher, I managed to identify the link between PMs’

communication skills and the overall success of various projects. If the outcomes show a

specific pattern, it would be possible to enlighten managers on how to improve business

operations by putting in place suitable communication strategies.

I followed the qualitative research guidelines as provided by Yin (2018). I used

semistructured interviewing whereby I had predetermined (open-ended) questions listed

in the interview form, which I used to guide the interview session with each respondent.

In other instances, participants would be required to illustrate their opinions concerning

specific issues that affected communication. I conducted the interviews with each

respondent through teleconferencing, where I used video conferencing technology to

moderate the interview sessions with each respondent. I did not use quantitative research

design to avoid making the case study complex and challenging to explain the outcomes.

Additionally, mixed-research methods, which involve qualitative and quantitative

research designs, were not useful in the identification of strategies adoptable by managers

to enhance communication efficiency within project teams. The use of mixed methods

research design is time-consuming and technical, since it involves an integration of

qualitative and quantitative research approaches (Almalki, 2016; Turner, Cardinal, &

Burton, 2017). A researcher needs to be clear on the applicable guideline and research

design to follow (Parker, 2017), and this case, the qualitative research design is preferable

to other designs.

Research Design

I chose a case study design due to its advantages; for example, the design is

straightforward and allows one to understand a social concept holistically (Ledford &

Gast, 2018). The approach aligns with the qualitative research method and ensures

adequate and comprehensive coverage of the topic of study (Kaiser & Buxmann, 2017).

Additionally, I adopted a case study design due to its key benefits among them being the

fact that it provides legitimate and highly reliable empirical evidence for supporting the

main assertions and findings of qualitative research studies (Yin, 2018). A case study

approach, according to Yin (2018), was suitable due to its ease of application and ability

to assist in understanding social constructs. Moreover, a case study was a preferable

research design for the study of other qualitative approaches since the former is flexible

and a researcher can use this design in different contexts (Scholl, 2017). I did not find

other qualitative research approaches, particularly phenomenological research design,

suitable for this study. This is mainly because the phenomenological research design

usually has high levels of subjectivity whereby to accurately establish the validity and

reliability of the findings is often very difficult (Flynn, & Korcuska, 2018). Moreover, the

phenomenological research design was inappropriate for this study because it is more

susceptible to researcher-induced biases since the design relies hugely on researcher’s

interpretation to make sense of the study’s findings (Allen, 2017; Bastug, Ertem, &

Keskin, 2017).

Data Saturation

Faulkner and Trotter (2017) affirmed that data saturation occurs when additional

information given by participants in research does not lead to new insights or ideas. Data

saturation has become a gold standard in qualitative studies (Aldiabat & Navenec, 2018).

Researchers ought to make sure that they do not continue to collect data even after

reaching data saturation levels (Tran, Porcher, Tran, & Ravaud, 2017). Given that I

embraced case study analysis research design for this study, I worked towards attaining

data saturation by organizing data into correct forms and arranging the details into themes

(Kirsch, Paul, & Schmitt, 2017). According to Wu, Lu, Su, Shi, and Wu (2017),

qualitative protocols are essential in the identification of similar outcomes. Hence, I used

qualitative protocols to identify when obtaining similar outcomes after reaching a certain

number of respondents.

Population and Sampling

Defining the Population

The purpose of this study was to explore the strategies that PMs apply to facilitate

strengthened communication within project teams. The targeted population was four PMs

who were members of a PMP association, working in two different Health care

organizations in the mid-Atlantic region of the United States. The sample size for the

study was four, and comprised of people with extensive knowledge in project

management particularly in the area of communication strategies within project teams.

Moreover, I complemented the interview analysis with case study methodology. The case

study methodology was appropriate for the study because it is effective in its application

to identify patterns that are evident in the entire sample.

The necessity to work with a sample is vital based on a selection from a group.

The target population refers to an entire set of subjects who have the desirable

characteristics under study (Martínez-Mesa, González-Chica, Duquia, Bonamigo, &

Bastos, 2016). Identification of a small sample can affect the outcomes. Sample size is an

important consideration due to the effect of data saturation, which can waste time

(Malterud, Siersma, & Guassora, 2016). There was another explanation for the working

of a sample. Malterud et al. (2016) concluded that a suitable sample size depends on (a)

sample specificity, (b) research purpose, (c) the theory selected by the researcher(s), (d)

analysis approaches, and (e) quality of dialogues.

Sampling

As a researcher, I decided to adopt a purposeful sampling technique to sample the

participants. There are different reasons for adopting this sampling approach. First,

purposive sampling enabled me to gather accurate data and ultimately attain valid and

reliable outcomes. Purposive sampling has been widely used in qualitative research

designs and researchers in their attempt to gather data concerning a particular social

phenomenon (Palinkas et al., 2015). Notably, there are different forms of purposive

sampling techniques. However, Palinkas et al. (2015) suggested that criterion sampling is

the most popular among researchers. I issued participants of the study with an interview

form to prepare them for interview sessions that would come afterward. The aim of

issuing the interview forms was to familiarize respondents with the topic of study and

allow them ample time to conduct extensive research on the research areas targeted by

the study to ensure high levels of accuracy in their responses to attain optimum rates of

reliability and validity (Fikkers, Piotrowski, & Valkenburg, 2017; Steenks, Türp, & de

Wijer, 2018).

The identified participants were crucial in ensuring that I would attain the

projected outcomes. Indeed, participants of the study were knowledgeable about a variety

of activities that occur in the project management sector. Typically, respondents are

aware that there are negative consequences of not having suitable communication

strategies when working with teams. Given that, I adopted the purposive sampling

method for this research study. Martínez-Mesa et al. (2016) affirmed that purposive

sampling is useful when handling specific groups of professionals who have common

experiences.

For the purposes of data collection, I used interviews to gather the required

information from the participants. To attain data saturation, I was thorough in the

interview sessions to ensure that I attained detailed information relevant to the study’s

research questions, and collect much information from relevant case studies to ensure

exhaustive analysis of the topic of research. The approach was timesaving since it

prevented the possibility of collecting data that had no significant outcomes on the

research topic. I organized data appropriately and identified the patterns that would alert

me when I attained data saturation. Comparative analysis was the key activity that I

performed in the data collection exercise. I made extensive comparisons and contrasts to

the information retrieved from different sources to determine uniformity and flaws in the

findings of previous researchers as published in different sources on the topic of study

(Raven, 2017).

In contrast, purposive sampling has various limitations. One of the main

limitations of this sampling method was the lack of clarity on the specific sample to

include in a research project (Martínez-Mesa et al., 2016). The mentioned limitation is a

typical issue at the beginning of any qualitative study. Moreover, there is no clarity if the

sampling approach is superior to other methods that are used in qualitative research

(Martínez-Mesa et al., 2016). I could manage to solve this problem by conducting two

sampling procedures. The attained results would enable me to gauge the usefulness of

sampling method and the reason why the technique was the best to apply for the current

case.

Explicitly, I adopted expert sampling method for this research study. Expert

sampling is part of purposive sampling. It involved selecting respondents who have

certain levels of professional and workplace experience in a particular area of study.

Therefore, in this research study, as aforementioned, I only involved project managers

who are experienced in communication strategies within project teams. Their expertise

further narrowed down to project management within the health care sector (Khong,

Berlach, Hill, & Hill, 2018; Lunze et al., 2017). Thence, only experts (four) in project

management within the health care sector responded to the interview in this searching

study for the purpose of data collection. The interview sessions with each respondent

happened at a time that mutually agreed upon by the researcher and individual

respondents, and would last for 45-60 minutes. Since I adopted the teleconferencing

technology to conduct the interviews, the location for the interview sessions was not a

matter of great concern because the sessions would go on without interviewees and me

meeting in person. This is so because the sessions took place on Internet-enabled

computing devises through video-conferencing technology.

Data Saturation and Sampling

I worked towards attaining data saturation in this research study. Faulkner and

Trotter (2017) argued that data saturation occurs when further data does not lead to the

discovery of any new information in a data collection exercise. Data saturation can act as

a guide for a researcher to stop the data collection procedure. Usually, the attainment of

data saturation occurs when the researcher reviews the topic of study exhaustively. An

effective data organization ought to ensure the researcher attains data saturation (Zhao,

Li, Zheng, & Han, 2018). During data analysis, a researcher should avoid confusion and

present findings accurately (Hancock, Amankwaa, Revell, & Mueller, 2016). When a

researcher does not achieve data saturation, the findings of the study can have significant

inconsistencies, and hence likely to have highly unpredictable outcomes (Hancock et al.,

2016). I collected data from the participants and analyzed the raw facts afterward.

Eventually, I compared the findings from the interviews with those from the reviewed

company documents to determine similarities and differences and to find out if I had

attained data saturation. Through the general results of this research study, I was able to

comprehend the communication strategies adoptable extensively to enhance outcomes of

project teams.

Ethical Research

The research adhered to the highest degree of integrity, including completion of

correct research and frameworks. The adherence to ethical standards for research studies

has enabled me to come up a study that boasts of high levels of reliability and validity as

well as the attainment of research findings that are justifiable and robust (Taverne, 2018).

According to Kamat (2016), a researcher needs to maintain the maximum level of

research ethics. The central question regarding possible research is the extent of accuracy

for capturing and/or gathering data. This is to ensure adherence to the identified

fundamental guidelines of ethics and privacy policies for research studies (Vayena,

Gasser, Wood, O'Brien, & Altman, 2016). Thus, performing the research should be an

arrangement corresponding to the guidance for professional research and research

frameworks on ethics as issued in the correct areas.

Following the identification of specific participants of the study, I managed to

contact them at a personal level to inform them about my intention to involve them in the

study as sources of data. At this point, I also sent the participants the consent form,

encompassing comprehensive information of the topic of study, what was expected of

participants, and informed them of their role in the study. All respondents acknowledged

their understanding of the essence of the research, asked any questions for the purpose of

clarity, and agreed to participate in the research study voluntarily. I obtained informed

consent of the participants.

Although obtaining informed consent would mean that the participants had

volunteered to take part in the study, they still had the right to withdraw from the study at

any time without any adverse consequences. The only thing respondents would need to

do is to inform the researcher of their decision to withdraw from the study in an e-mail

(Ary, Jacobs, Irvine, & Walker, 2018; Glaser & Strauss, 2017; Resnik, 2015).

Inasmuch as there are no monetary benefits to which respondents of the study are

entitled to taking part in it, it is doubtless that participating in the study would bring so

many benefits to them and the entire profession of project management. Most notably,

the findings of the study add to the knowledge banks on effective communication

strategies adoptable by PMs to enhance projects’ outcomes. The fact that participants are

supposed to take a central role towards the completion of a credible and reliable study

whose findings can be transferable to other studies in the future is an incentive enough to

encourage them to take part in it (Garg, Round, Daker-White, Bower, & Griffiths, 2017).

Another significant deliberation of the study was to ensure complete adherence to

ethical considerations of participants. I guaranteed respondents of the of ethical

protection by having the participants sign the consent form, which is a legally-binding

document that demands from the researcher to observe the highest levels of ethical

standards for scientific research when conducting this study. Each respondent retained a

copy of the signed “Consent Form,” which served as evidence against him in the court of

law for breaching the ethical standards of research studies (Garner et al., 2017; Sanjari et

al., 2014). Moreover, the researcher was expected to store interview transcripts and/or

recorded audio-visual interview sessions with each respondent in encrypted formats in a

personal computer and further protect it with strong passwords to prevent unauthorized

people from accessing them (Ma, Chen, Lan, & Ren, 2018; Wang et al., 2016). I also

managed to store the data collected from each respondent securely (in encrypted formats

and protected with passwords) for 5 years (since the date when the data was collected) in

order to protect the confidentiality of respondents (Ma et al., 2018). Furthermore, the

names of respondents and their organizations as well as all other private and confidential

information about respondents and their organizations would remain protected by the

researcher in form of encrypted data (using high technology encryption software-

CryptoExpert 8) and only be omitted from the research paper (Sanjari et al., 2014).

Prior to commencing with the data collection process, through the interviewing

data collection instrument, I sought for the approval of the Internal Review Board (IRB).

According to Caldamone and Cooper (2017), IRB approval is a mandatory requirement

for research studies that involve human subjects as respondents. The essence of attaining

IRB approval for this study is to ensure I (the researcher) live up to my ethical obligations

as required of me as per the set ethical standards for scientific research (Sonne et al.,

2018). I also obtained an IRB approval number from the Walden University’s IRB

(approval number: 08-29-18-0552573).

Data Collection Instruments

Interviews and review of company documents were my primary data collection

methods while using qualitative techniques. As a researcher, I was able to connect with

the participants through the internet. Specifically, I sent the four respondents of study the

“Consent Form” through e-mails. Participants were supposed to read and understand the

contents of the form, revert with any feedback or concerns through the same e-mails, and

confirmed their willingness to participate in the study through the same platform

voluntarily. A teleconference interview session was scheduled with each of the

respondent. The interview sessions lasted for 45-60 minutes with each respondent. I

obtained informed consent before starting the interviews. I also gave each of the

respondents a specific number (Number 1 through 4) with which I identified them in

order to preserve or protect their identity. In essence, I also identified the respondents

with their respective numbers rather than real names or organizations the respondents

represent in order to maintain their confidentiality. The research protocol (see Appendix

A) was maintained throughout the interview to maintain orderliness and objectivity in the

data collection process (Bryman & Bell, 2015). Moreover, I also recorded the interview

sessions in audio-visual devices for easy and repeated review during data analysis.

Notably, I would be the primary data collection instrument for the study. Brod,

Tesler, and Christiansen (2009) argued that in a qualitative study, the researcher becomes

the primary data collection instrument for the reason that he or she sees, hears, and

interprets the information. I utilized my time and energy to collect data for analysis.

The second source of data that I used for the research study was the review of

organizational documents. According to Wu (2015) and Fish et al. (2016), many case

study researchers, especially when using qualitative research approach, review company

documents and other publicly available organizational reports as sources of data. In this

regard, I searched for a wide range of relevant company documents, including

organizations’ strategic plans, companies’ annual reports, and legislative reports that are

relevant to the topic of the study and incorporate key concepts regarding effective

communication strategies in project management from the documents into the study.

Siegel (2016) stated that the review of company documents gives firsthand information

on the topic of study since it provides an overview of the strategies adopted by the

company and the outcomes of these strategies. Thence, with the review of organization

documents as method for data collection, I managed to gather the most appropriate

information on the communication strategies embraced by project managers within the

health care sector, and incorporate these ideas in the research report. However, to attain

credibility and reliability in the findings, Davis, Sunderland, and Bernstein (2018) and

Beckley, Rajaniemi, and Varga (2016) reiterated that the researcher ought to be sure to

review only relevant and up-to-date company documents for the purpose of data

collection for a study. Thus, I ensured that I reviewed company internal documents

within the past 5 years and discuss about communication strategies adoptable for project

management. By so doing, I managed to achieve high levels of credibility and reliability

in the findings of the study.

As a qualitative researcher, I derived meaningful information from complex and

ambiguous data retrieved from company documents and interview sessions. Although

methodological texts give useful frameworks to channel the process of converting filed

data to credible conclusions, analysis and interpretation of qualitative data will involve

me, the researcher, as the primary tool for deriving rationality from the phenomenon

under research. In other words, I had the main role of collecting different categories of

qualitative data. In actual sense, the researcher is a factor that validates information (Brod

et al., 2009). My experience and communication skills enabled me to ask the proper

questions to the interviewees. By doing so, I was able to arrive at meaningful findings

that are credible and valid, with minimum shortcomings.

Interviews (Teleconferencing)

Advancing technology, especially online communication, had drastically changed

data collection strategies adoptable by researchers (Alshenqeeti, 2014). Teleconferencing

technology was competent to conduct interviews with respondents for the research study.

The interviews involved four respondents that are PMs from two health care

organizations in the mid-Atlantic region of the United States. In consultation with

individual respondents of the study, I selected appropriate dates and time for each

interview session, which lasted for 45-60 minutes (Silverman, 2016). I conducted the

interviews based on a pre-established list of questions and a detailed interview protocol

(see Appendix A). Teleconferencing interview method was effectual to collect data from

respondents, because it could allow me to engage each respondent with the aim of

gathering relevant data for the study through the Internet. Specifically, the use

teleconferencing interview method was essential to facilitate active discussions between

the interviewees and me on a video conferencing platform. This implies that although

participants could not be at the same geographical location at the time of the sessions as

me, our interaction could be real-time (Dikko, 2016). More importantly, with

teleconferencing, the interviewer and respondent were able to see and hear each other

throughout the sessions. The teleconferencing interview method had several advantages

with the main ones discussed below.

Capture emotions and behaviors. The use of teleconference interviews helps

capture a participant’s emotions and behaviors (Alshenqeeti, 2014). The identification of

nonverbal cues enables the determination of absolute precision of the hidden subjects’

opinions of the research objective (Dikko, 2016).

Keep focus. Due to my solo control over the session, I kept my subjects focused

until the interview sessions ended. Unlike other methods of interviews, such as online

surveys where the respondent is occasionally distracted by texts, video streaming or

surfing, teleconferencing interviews could be more efficient and less time consuming

since the respondents paid complete attention (Dikko, 2016).

Member Checking

Member checking would be an important perspective while collecting data. With

member checking, I could manage to send back the draft of final data (prior to analysis

and compilation of the final research report) to the original respondents of the study to

verify and/or countercheck their responses to determine whether I accurately interpreted

their responses (Harper & Cole, 2012). The completion of the process both officially and

unofficially as opportunities for member check could arise during the normal routine of

observation and conversation. Using the member-checking approach could also act as an

opportunity to understand and evaluate what the member intends to go through his or her

actions. The member-checking framework could also give partakers a chance to correct

mistakes and challenges perceived to be incorrect interpretations. Furthermore, member

checking facilitates the ability of a participant to provide credible results when he/she is

encouraged to engage in data collection process (Birt, Scott, Cavers, Campbell, & Walter,

2016). One can also note that the framework guides as a useful tool that gets participants

on the record with their reports. Participants have an opportunity to summarize

preliminary findings. As well, a researcher appreciates the benefit of member checking

approach to give members a possibility to evaluate the adequacy of information and

preliminary outcome in addition to the ability to corroborate particular aspects of

presented data.

Nevertheless, there are limitations to the use of member checking approach. As

Harper and Cole (2012) note, member checking can rely on the supposition that there will

be a hard truth of reality, which the respondents should confirm and researcher account

for. However, from the perspective interpretation, understanding can be co-created, and

there could be no objective truth or reality for comparison with the results of the study.

Secondly, the process of member checking could lead to confusion in place of

confirmation as participants could change their thinking about the subject (Birt et al.,

2016). However, the interview could have an effect on participants’ original opinion and

new experiences (from the time of contact) since one has to intervene (Thomas, 2017).

Another drawback of the member checking approach would be that respondents could

disagree with the researcher’s interpretations (Birt et al., 2016). The presence of created

discrepancy may create dilemma on whose understanding and/or interpretation is

accurate. There is also a sense of conflict of interest in the way of explanation issues,

especially given that, both the members and I, are key stakeholders in the study process

and we have dissimilar stories to narrate and agendas to promote. The evident disagreeing

could result in perceiving differing interpretations (Varpio, Ajjawi, Monrouxe, O'brien, &

Rees, 2017).

Data Collection Technique

Interviews

By conducting interviews, a researcher is able to receive comprehensive and

extensive data. The use of teleconferencing interviewing technique for data collection

meant that I had the chance to build a more elaborate understanding of the subjects’

responses. Researchers are bound to uncover rich and deep insights into and discover

information that may have otherwise missed (Jullien, 2017). As noted by Anyan (2013), a

researcher’s presence in person would offer additional comfort to the participant and such

an arrangement help the researcher to gather accurate information from respondents and

to make appropriate clarifications where needed. Therefore, I ensured that I was

persistent, and displayed a good measure of professionalism to the interviewees to

significantly improve the rate of response.

The teleconferencing interview technique had some shortcomings. For instance,

poor (weak) Internet connections could significantly affect the clarity of pictures and

audio during the interviews, and this would quickly lead to communication breakdown

during the sessions (Almalki, 2016). Since I was not a trained interviewer with the

required soft skills to conduct the processes, a slight compromising of the effectiveness of

the interview sessions potentially occurred.

Review of Company Documents

I reviewed relevant company documents with the aim of gathering important data

for supporting the findings of the research study. Researchers use documentation review

as a major data collection technique due to its effectiveness acquiring data since

documents tend to be manageable and applicable resources. Documents are common, in

diverse forms, readily accessible, and are highly reliable (Ary et al., 2018). The analysis

of documents also saves on time and cost. Documentation review has several advantages.

Notably, researchers can interpret and review documents several times. In addition,

research processes can hardly alter their content. It is also important to review both

publicly available documents and private company documents that elaborate on the

communication strategies that different organizations, especially within the health care

sector, have adopted to enhance efficiency within their project teams. In my review, I

gave more attention to documents, such as companies’ annual reports and organizations’

strategic plans. Liaising with the management of health care organizations was important

to have access to private documents and conduct extensive research on a wide range of

publicly available company documents that explain project management systems and

strategies. As a way of acquiring vital information that could add value to the research

study, it was essential to review the documents with the intention. I also incorporated key

findings on appropriate communication strategies for enhancing the performances of

project teams within the health care sector, as found from the reviewed company

documents, in the research report. To maintain the credibility, validity, and reliability of

the research study, it was important to review up-to-date company documents (published

within 5 years from the time of conducting the research). Furthermore, I cited all the

documents properly and integrated the information in my study to validate the study’s

key assertions and findings.

Member Check

As Birt et al. (2016) affirmed, the member-checking technique helps researchers

to explore the credibility of the study’s findings. In essence, it involves returning the

results of the study to participants to allow them to check for accuracy and resonance

with their experiences (Birt et al., 2016). I used this technique of data collection to

validate the findings of the study. I managed this by giving respondents of the interviews

an opportunity to engage with, add to, and interpret the findings of the study just before

compiling the final report for the research (Birt et al., 2016). By so doing, I succeeded in

having the have study results validated by the respondents just before compiling them in

the final research report.

Data Organization Technique

Data management is a substantial undertaking. Proper organization and storage of

data is an essential activity of researchers; to store results in a manner that is not only safe

(secure from unauthorized access and possible distortion), but also in a way that is easy to

retrieve (Sutton & Austin, 2015). I created folders that allowed me to store data and lock

the documents. I categorized the information in accordance with the patterns evident after

the answering of various questions. I also encrypted the data before storing it in personal

computer’s folders and then added another layer of protection using strong passwords.

Thus, anyone who had not signed the confidentiality agreement could not access the data.

The creation of an appropriate reference system ensured that I could retrieve data when

the need arises. For easy retrieval of the data, I classified and stored it in folders based on

the category of findings, and named them (the folders) appropriately in correspondence

with the kind of data stored in.

Other approaches can also ensure that information is recognizable for quick use.

Sutton and Austin (2015) recommend the aspect of systems for numbering revision. I

used whole numbers to note key changes to a file. For instance, v1 would be version one,

and v2 the second version. The use of minimal but significant variations on the naming

systems of the folders to denote alterations on the versions of the files is critical.

Specifically, I used an underscore sign, for instance; v01_01, to denote a minor alteration

on the first version, and v06_01 to denote a minor alteration on the sixth version.

The available body of research underscores the importance of tracking any

changes in a stored data (Milos, 2017). In case I sent out draft documents for

amendments, upon return, the documents would have additional information to show the

person who carried out the changes as posited (Anyan, 2013). For each essential

document, the use of a version control table assisted in tracking different adjustments and

their respective dates alongside the document’s correct version number. If I realized that

the approach was helpful, I would also include file names and their version number. As

Milos (2017) stated, using elaborate labeling systems helps researchers to distinguish

different sets of data in databases, especially following alterations or modification of the

information contained in the folders. Therefore, the use of an elaborate labeling system

was important to distinguish different sets of data in the database for this study

particularly after making some adjustments on different datasets. Specifically, I made

small changes like the use of underscores and numbers to different sets of data that have

similar content except for small adjustments as will be necessary for the research project

(Sheriff, 2018). Moreover, it is imperative to note that I stored safely and securely all raw

data collected for this research study for at least 5 years from the day I compiled the final

research report. This act would not only help to preserve the confidentiality of

participants’ private information but also to preserve the integrity of the study.

Hierarchically, I structured my folders starting with the list number of folders for

the broader topics and within them; creating folders that were more specific. I could also

separate ongoing and finished work. Sutton and Austin (2015) identified the need for a

researcher to try to keep folders that he or she actively works on closely while

transferring those that are not in current use to different storage areas to maintain a neat

and well-organized workplace (Cai & Vasilakos, 2017). I backed up my work for

purposes of the study findings. Information loss, misplacement, or even distortion can

occur. Hence, without a backup storage system, one would have to start all over again,

which in most cases cannot happen because of a number of reasons, including resources

and time. Therefore, I employed a comprehensive backup data storage system whereby I

stored copies of every raw and finished data used for this study in a cloud-computing

infrastructure for easy and remote retrieval whenever need be (Langmead & Nellore,

2018).

Data Analysis

Data analysis entailed gathering and organizing information to arrive at

substantiated findings and conclusions (Peersman, 2014). Data analysis process allowed a

researcher to solve problems, answer questions, and derive crucial facts (Peersman,

2014). There are generally two methods of data analysis, namely, quantitative and

qualitative data analyses. Usually, in the qualitative analysis where such methods of data

collection as the use of focus groups, experiments, interviews among others, involve

recognizing common patterns from the responses given and analyzing them critically to

achieve research objectives (Bryman & Bell, 2015). For quantitative studies data

analysis, the researcher engages in critical interpretation and analysis of numbers and

figures and tries to develop the rationale behind the surfacing of main conclusions (Nardi,

2018). These methods without primary data gathering can engage a discussion of

common patterns in addition to controversies in the secondary information directly

connected to the area of research.

For this research study, I employed thematic data analysis strategy. Thematic data

analysis strategy involves collecting, arranging and organizing data in explicit manners in

order to identify specific patterns from the responses given by respondents with the aim

to derive answers to the research questions and to eventually achieve the study’s

objectives (Nowell, Norris, White, & Moules, 2017). As such, by employing thematic

data analysis strategy, I managed to code the data properly to identify specific patterns

and eventually used them to arrive at conclusions of the study. To achieve this, I

categorized the data into specific themes, which are relevant to the study’s objectives,

and determine consistency and inconsistency in the data with the aim to accurately

analyze the research’s phenomenon. With this, I arrived at the findings of the study based

on the patterns derived from the data collected in the research study.

Qualitative Data Analysis

The holistic approach for qualitative research entails discovery. The analysis

involved here is the non-numeric management of data such as transcripts, audio

recordings, text documents, interview, and images (Roller, 2015). There are five

categories of qualitative data analysis classification:

Content analysis. Content analysis delineates the process of grouping behavioral

or verbal information to categorize, summarize, and tabulate the information. In another

definition adopted by Zhang and Wildemuth (2016), qualitative content analysis is a

research method that assists in ascertaining subjective interpretation based on the content

of text data through the systematic classification process of coding and identifying

themes or patterns.

Narrative analysis. The method entails the reconstruction of stories presented by

participants considering the context of every case and different experiences of every

person.

Discourse analysis. In discourse analysis method, the researcher analyzes

naturally occurring conversation and all forms of written information (Shanthi, Lee, &

Lajium, 2017).

Framework analysis. The framework is a more complicated method that

involves several levels such as familiarization, spotting a thematic framework, mapping,

coding, charting, and interpretation of data.

Grounded theory. The method starts with analyzing a single case to create a

hypothesis. Then, the researcher uses other relevant case studies to strengthen the theories

and assertions of the research study.

Steps for Conducting a Qualitative Data Analysis

Step 1- Creating and applying codes. A code can be a short phrase or a single

word that represents an idea or a theme. Codes indicate meaningful titles. A broad range

of elements that are not quantifiable for instance events, activities and behaviors among

others, can be coded (Salmons, 2015). The three main types of coding include:

• Open coding- Tries to organize raw data to create logical information.

• Axial coding- The component interconnects and links codes’ categories.

• Selective coding- Tries to formulate the story by linking the groups.

Researchers can either code qualitative data manually or use the software. Some

of the widely used qualitative analysis software includes HyperRESEARCH

2.8, MAXQDA, NVivo, Atlas ti 6.0, and Aquad. When to apply the manual coding I used

the folders, filing cabinets, and wallets to assemble materials that are similar analytic

ideas or themes as suggested by Anyan (2013). However, it is doubtless that manual

coding will be tiresome and time-consuming (Wicks, 2017). In contrast, when using

software-based coding, I managed to replace physical files and cabinets with computer-

based files and directories in a computer database. I used the MAXQDA software for

qualitative data analysis to analyze the data collected for this research study. I preferred

this particular software to any other because it is effective, can analyze large data, is fast,

cost-effective, and easy to use.

Regarding the software aspects, I needed to learn about its working. The

understanding would allow me to access and evaluate data, amend boundaries of coded

sections, rename, merge or split codes, provide writing spaces, provide spaces for me to

give opinion on the data and spaces to “play” with the information, to rearrange the

system in diverse ways and to visualize its components (Anyan, 2013). All the features

would support the process of analysis to get deeper into data and try to understand the

facts. After coding, I prepared data for further analysis and examination. For example,

ATLAS.ti software is usable when the codes-PD table and the code-cooccurrence

explorer and the purpose will be cross-cased for comparisons (de Melo, Mendes,

Fernandes, & Biff, 2018). Saving the identified outcomes can be in different forms as a

foundation for new queries, for example assisting me in spotting out types and typologies

in the information

Step 2- Identifying patterns, relationships, and themes. In a qualitative

analysis of data, there is a lack of universally applicable methods adaptable to formulate

findings unlike in quantitative techniques. A researcher needs to understand the working

of analytical and critical reasoning skills as important ones when using qualitative

method (Sutton & Austin, 2015). Generally, qualitative analysis methods do not often

give similar results, even on repeating the study with all factors kept constant (Coolican,

2017). Nonetheless, a set of techniques are applicable to formulate common themes,

relationships, and patterns within responses of participants in relation to specified codes

in the preceding stage. In particular, the most effective theme that I will use in qualitative

data interpretation comprises the following:

• Word and phrase repetitions – The process is doable by looking at primary data for

words and phrases repeated by respondents in addition to words and phrases used with

odd emotions.

• Comparison of primary and secondary data – Involves comparing the findings from

the documents review and interviews with the literature review findings and outlining

differences between them.

• Exploring for missing information – I attained the specification of exploring

information by discussing aspects and issues that were not mentioned by participants,

although I expected to find similar results.

• Analogs and Metaphors– I compared primary data findings with phenomena from

different area and discussed similarities and differences

Step 3- Summarizing the information. Here, the last stage of research findings

involved interlinking the applicable theories with the research objectives. When

formulating a data analysis chapter, I integrated important quotations from the text to

show the main themes from the findings and the probable contradictions. This conformed

to the assertion by Malterud et al. (2016), which affirmed that integrating important

quotations from works of previous scholars and citing them appropriately gives research

studies credibility, validity, and reliability. Hence, a researcher needs to outline the major

points about the study and use appropriate evidence to validate the themes.

Triangulation Method

One can understand the aspect of triangulation method and its application in

various ways. Qualitative methods have several drawbacks, among them subjectivity, on

the basis of a single, unreliable source of information (Sanjari et al., 2014). However,

with the exclusion of some case research work, qualitative research combines insights

from multiple information sources, methods, and analysis to build a deep understanding

of the topic of research. Triangulation refers to the comparison and combination of

different results from research methods (Almalki, 2016). I triangulated nearly all the

constituent components related to the research process including method, theory,

information, and investigator.

With methodological triangulation, I focused on examining information from

different subjects, which I gathered using a similar method. This is in line with the

findings of Hill and Tams (2018), which showed that triangulation enables a researcher to

use different research methods and data collection approaches to analyze the topic of

study from a wide perspective hence arriving at reliable and credible findings. Each

subject had a unique and suitable point of view, and my work as the researcher involved

trying and determining patterns or contradictions above individual experience as outlined

by Almalki (2016). A researcher can identify the need to triangulate between information

gathered at different times to confirm variations in experience.

Given that every method has weaknesses or potential bias, the solution is to gather

data for qualitative research projects in many different ways to develop a better picture.

As a result, my project collected information from same or different contributors using a

variety of methods. With the triangulation design, the measurement assists researchers in

gathering facts but distinctively on the same topic based on an integrated analysis and

interpretation (Almalki, 2016). My work was to design a qualitative research study. In

this study, I used teleconferencing interviewing and review of organizational documents

as the main instruments of data collection. I also triangulated the approaches of data

collection and analysis (for interviewing and review of organization documents) to

achieve data saturation and perceive the topic of study from diverse perspectives.

Ultimately, this gave me more depth and breadth in terms of analysis and exploration of

the topic of study (Renz, Carrington, & Badger, 2018). One would expect the technique

to take the structure of a qualitative survey, where participants would rank an experience

or service, integrated with an interview, open-ended comments, or even qualitative focus

group.

There are other aspects of triangulation method. For example, there is the

theoretical triangulation where I used several theories to interpret data, such as context

analysis, discourse, and narrative as indicated by Nie (2017). The approach enabled

distinctive ways of splitting and illuminating data and comparing them. Lastly, there was

the association with an ‘investigator triangulation, which is a collaborative strategy that

ensures that potential for a mixed method of research is maintained (Archibald, 2016). In

my case, I tried to compare my own interpretations of information with that of my

respondents.

Despite the fact that there are many aspects to consider while applying the theory

of triangulation, there would be not as much about actually practicing the approach.

There is a possibility that doing the triangulation could be much technical and more

engaging. This is attributable to the tendency of data sources being challenging to

combine and thus the essence of remarkably different interpretations and discourses

(Almalki, 2016). For instance, if I could notice ‘anger’ and ‘dissatisfaction’ during the

interviews among some business managers’ participants, I could understand that the

difficultness to triangulate such emotions with the official language based on the policy

document on service delivery.

In fact, one needs to remember that triangulation and multiple methods will not be

an easy way to use and develop comprehensive research (Sarvimaki, 2017). Still, I would

need to do justice to all sources to ensure comprehensive and proper analysis of

information from each method and to interactively code the information where

appropriate. The benefit of triangulation is that the framework makes a researcher

develop intuitive sense while acquiring information from different sources and methods

(Varpio et al., 017). I also kept going back and forth; analyzing information from other

methods to ascertain data will be well integrated and considered.

Reliability and Validity

In as much as reliability and validity are important aspects of any research study,

Johnson and Rasulova (2017) stated that qualitative researchers often focus on producing

reliable, confirmable and credible findings more than to have valid and reliable findings.

This is so because; the findings of qualitative studies are hardly replicable (reliability),

especially given that the researcher arrives at them following the analysis of opinions of

respondents, which are bound to vary from one person to the next. However, these

findings must be dependable and credible to be transferable in future research studies

(Bath-Hextall, Nalubega, & Evans, 2017). Furthermore, it is imperative that researchers

of qualitative studies use legitimate and/or credible sources of data such as expert

respondents and professional case studies in order to arrive at confirmable findings. This

helps in the boosting of the integrity and credibility of the study’s findings (Ates, 2013;

Nicholls, 2017).

Reliability

Bolarinwa (2015) defined reliability as the extent to which the outcomes of any

given research are replicable in the future studies. The researcher maintained throughout

the study that the questionnaire was correctly prepared. The lack of reliability was

attributable to a variety of factors, for instance, when the data collection instrument does

not meet the expected quality levels (Bolarinwa, 2015). A researcher often strives to

improve his or her research reliability by avoiding conflicts of interests when undertaking

different projects. The measurement encompasses various subtopics, which include

conformability, credibility, dependability, and transferability.

I used different approaches to measure the reliability of the current study. One of

them involved the test-retest strategy that directs a researcher to conduct two assessments

to evaluate if the consistency of the outcomes (Roller, 2015). The tests are doable at

different times to avoid various issues, such as bias. In the present study, I assessed if the

respondents had given truthful information by asking them question after a week or two.

Besides, I assessed reliability by issuing parallel forms that intend to probe similar

information. In many instances, a consistency method enables a researcher to give two

tests, at the same time, and to the same group (Roller, 2015). I analyzed the outcomes of

the study to determine consistency in the findings.

Moreover, a researcher can assess inter-rater and internal consistency. The inter-

rater approach is gauges the depth and accuracy of responses given by respondents

(Roller, 2015). Humans cannot give uniform answers due to their differences in thinking

and experiences. There is a need to assess the reliability of answers in any study. The

internal consistency helps to evaluate if a data collection instrument is consistent and able

to collect the right type of data.

Dependability

Dependability helps to define the consistency as well as the reliability of research

outcomes (Moon, Brewer, Januchowski-Hartley, Adams, & Blackman, 2016). Any

person with auditing skills can approve the measure of reliability to determine the extent

to which the entire research process is effective due to minimum faults, which can have a

negative impact on the entire findings. Dependability is essential for this approach given

that the measurement can assist to identify the existing link between communication and

project outcomes (Moon et al., 2016). Usually, a researcher can rely on data provided to

an individual without bias (Green & Thorogood, 2018). Moreover, Yin (2018) affirmed

that researchers could enhance dependability by ascertaining that researchers follow the

correct methods of data collection and analysis.

Dependability is measurable by evaluating the quality of respondents’ queries

(Welch, 2018). The assessment provides experiences regarding how dependability shapes

subject’s understanding. Establishing if the respondents have been PMs is crucial in

ensuring that the information given is highly dependable.

Transferability

The concept of transferability indicates the extent to which the outcomes of the

present research are adaptable in other future studies to support its assertions and build on

their findings (Moon et al., 2016). The approach is critical, especially, when a researcher

intends to provide solutions after a research activity. Moreover, Yin (2018) stated that

whereas the findings of qualitative studies are not generalizable to the larger population

in different contexts, these findings are usually dependable and credible, hence adoptable

by other researchers who study a similar research topic. I believed that the study would

attain high-level transferability and the work will enable PMs to use its proposals to

enhance communication within their establishments or existing projects. The key themes

and patterns would provide crucial information to every reader who would study the

current work (Symon, Cassell, & Johnson, 2018). An investigation needs to maintain a

right number of participants to avoid anomalies and attain the desirable characteristics.

Credibility

Credibility is level of confidence that people can have in relations to the findings

generated by research (Anney, 2014). Interested parties can be able to assess if the

study’s findings are in tandem with the data provided by respondents or if the researcher

has included false information. There are various strategies employable by researchers to

complete highly credible studies. For example, a researcher can invite peers to check on

his/her study and critique its findings. The described method can be essential in

ascertaining that research improves in certain areas, which can jeopardize the entire study

(Anney, 2014).

Another method researchers used to boost the credibility of research papers is

methodological triangulation (Johnson et al., 2017). The approach provided a researcher

with accurate outcomes given that the tool allows multiple data collection and analysis

strategies. Triangulation is a source of comprehensive and trustworthy data. Moreover,

the method permits research to collect data using a variety of methods, for example,

interviews, observation, focus groups, digital diaries, and so forth (Johnson et al., 2017).

The member check approach will be helpful in the stud, particularly in enhancing

the credibility of its findings, as the researcher will send the interview transcripts back to

the participants for verification and interpretation. The described step was critical in

gauging the accuracy and research outcomes by providing the participants with another

chance to correct the mistakes and/or omission in their initial responses. Besides, I took

keen interest in the explanations given by PMs on certain questions, allowing one to

expound on what he or she has answered in a previous section.

Confirmability

After a study, a researcher considers that other studies are able to confirm the

findings. The results are attainable when a researcher analyzes and presents the outcomes

based on the data (Anney, 2014). Hence, a researcher avoids imagination and guesswork

to ensure confirmable findings. In qualitative studies, conducting an appraisal assists to

ascertain research confirmability (Anney, 2014). Other techniques adoptable include

triangulation and reflexive journal (Anney, 2014). A researcher has to be neutral, and he

or she should not be judgmental when handling the participants and their answers. The

confirmability for the current work will include case study protocols, notes, and other

gathered databases.

Data Saturation

Data saturation is an essential concept in a qualitative study. As indicated in

earlier sections, data saturation refers to a state, in research, when additional data does

not lead to the discovery of any new information in a data collection exercise (Faulkner

& Trotter, 2017). Data saturation can act as a guide for a researcher that he/she should

stop the data collection procedure (Nelson, 2016). In the research study, I employed

various strategies to ensure that I attained data saturation in the study. Specifically, I used

the member-checking technique to verify the findings of the study particularly by

allowing respondents to countercheck their responses and ascertain accurate

interpretation of their responses to give appropriate meaning to the study (van Rijnsoever,

2017). I was also thorough in interviewing respondents to make sure that I get as detailed

information on the topic of research as possible to exhaustively cover every aspect of the

topic of study as relevant to meet the study’s objectives (Aldiabat & Navenec, 2018).

Transition and Summary

In summary, Section 2 contains the purpose of and my main motive for

undertaking the current study. The presentation also highlighted my role, as well as that

of the participants, the incorporated method, and design. In particular, I illustrated that

the PM had a critical role in enhancing communication involved in the entire project to

improve team performance and overall attainment of project goals. The research design

selected for the current study was a case study. The selected research methodology is

qualitative method research. The study also incorporated the aspects of reliability and

validity. Moreover, the study has given a comprehensive and detailed review of the data

collection and analysis procedures for the study.

The IRB approved the current research, which enabled me to proceed to the next

section. Section 3 includes the implications that the current research had on professionals

and the general practice. Section 3 also contains the findings and recommendations

regarding how PMs can enhance communication in teams. At the same time, the section

contains a discussion of the vital insights into areas of research future researchers might

explore and examine. Furthermore, Section 3 included the implications for social change.

Section 3: Application to Professional Practice and Implications for Change

The purpose of this qualitative multiple-case study was to explore the strategies

that PMs in the health care industry use to strengthen communication within project

teams. In Section 1, I discussed how PMs must coordinate and integrate various functions

through managed communication approaches among various stakeholders (Moura,

Carneiro, & Diniz, 2017). PMs must practice effective communication to ensure a

positive outcome for a project to limit its failure. However, a significant number of PMs

do not possess the required skills in communication, negotiation, planning, and leadership

(Project Management for Development Organizations [PM4DEV], 2018). Effective

communication is a potential tool that can be used to ascertain PMs’ abilities to facilitate

approved project outcomes (Ogunde et al., 2017).

The data collection for this qualitative research involved semistructured

interviews with nine predetermined questions and a review of company documents. I

decided to use the qualitative research method because it enabled me to conduct thematic

data analysis. The targeted population was PMs, specifically members of a PMP

association who offered their services in the health care sector in the mid-Atlantic region

of the United States. I selected four participants from two distinct medical supply

companies in the mid-Atlantic region of the United States as research respondents. The

data selection technique I used helped to ensure that only informed participants

participated in data collection. As captured in the themes, the four participants

interviewed enhance proper communication planning and management as well as observe

communication ethics in their use of specific communication strategies in their project

management work.

Presentation of Findings

The aim of this study was to find answers to the following research question:

What are the strategies used by PMs in the health care industry to strengthen

communication within project teams? Based on the study results, three themes emerged:

communication planning, communication management, and communication ethics. The

research participants were able to share their responses through a nine-question interview.

I integrated their responses with findings from existing literature as well the study’s

conceptual framework, which consisted of McQuail’s (2010) mass communication theory

and Craig’s (1999) communication theory.

Different issues inspired the need to identify various themes depicted in this

particular qualitative research study. Having clear knowledge of data saturation was

important while conducting this research. A researcher conducting a qualitative study

must recognize that data saturation is an important concept in managing information,

according to Saunders et al. (2017). Hence, the identification of the three themes was an

important undertaking that enabled me to ascertain consistency in data analysis. Each of

the three identified themes encompasses strategies that can be used to strengthen

communication for a project team. These strategic themes are communication planning,

communication management, and communication ethics.

Theme 1: Communication Planning

The first theme to emerge was the importance of communication planning when

PMs communicate with their clients and project teams. The theme specifically revolved

around the idea that PMs must be responsible for promoting a collaborative environment

with project teams and clients. Moreover, they need to consider the extent to which

participants of a project can promote communication among themselves and hence avoid

the issue of limited management skills. Interview Questions 1, 2, 3, and 4 were useful in

constructing and expounding on the theme (see Table 2). All of the interviewed

participants clarified that communication is a tool that allows for effective service

delivery in various projects. Active engagement among major stakeholders of a project

prompts an increased level of collaboration, boosts the performance of the success rate of

a project, and facilitated a reduced level of risk (PMI, 2018, “Pulse of the Profession”).

The explanation here is that an approach to strengthen communication among PMs is

ensured through an analysis of the extent to which team members are able to collaborate

because of the intended project outcomes. Communication is a tool that promotes

interactions in a group through coordination. According to Participant 1, team

engagement is a necessary element to promote communication planning.

For the purposes of authenticating these responses, I performed an intensive

review of the company’s annual reports for FY17. As evident in the report, the company

continuously makes information available to all employees through a variety of

communication channels. For instance, the company actively used newsletters and social

media to keep their employees informed of latest developments. My review confirmed

the notion that communication is critical to the development of an organization.

The significance of this theme was consistent with the study’s conceptual

framework, especially McQuail’s (2010) mass communication theory. In line with the

findings of the study, McQuail’s theory emphasizes the importance of collaborative

communication in group work. According to the framework, communication facilitates

the ability to compel, in which a person is able to exercise dominancy with an intention to

facilitate shared information and, more so, ensure that a group responds to the intended

goals (McQuail, 2010). Besides confirming the validity of the framework, Theme 1 was

consistent with the findings of Butchibabu, Sparano-Huiban, Sonenberg, and Shah

(2016). In their research, Butchibabu et al. showed that effective information sharing

required coordination among group members. Alternatively, there is an explicit level of

coordination, in which PMs request that information be shared among team members in

order to increase the degree of association (Butchibabu et al., 2016). Collectively, the

conceptual framework, Butchibabu et al.’s research, and the findings of this study

delineated the importance of the PMs ensuring that a team achieves the set objectives. In

doing so, communication can be a tool to exert power and allow the team members to

interact for the benefit of successful outcomes.

Further, the findings highlighted the importance of embracing teamwork during

communication processes. Interestingly, all four research participants stated that

teamwork interventions are effective ways to promote performance within a group. This

observation is consistent with what McEwan, Ruissen, Eys, Zumbo, and Beauchamp

(2017) noted in their article. The scholars contend the necessity for teamwork

interventions is for the welfare of all members since this strategy is crucial in enhancing

team effectiveness within project teams. Further, McEwan et al. (2017) noted that teams

should make sure that maintaining the operations of a project occurs through teamwork.

The importance of teamwork when developing communication strategies as

delineated in this present study further confirmed the observations by Katz (2015) and

Mikhieieva and Waidmann (2017). Consistent with the findings, the scholars revealed the

importance of developing collective planning strategies that meet the unique needs and

requirements. The implication here is that effective communication occurs only through

collective planning processes. For this reason, it is certain that for this happen; business

leaders must set clear goals and expectations to build strong relations not only among co-

workers but also with external players. Effectively, these observations confirmed the

importance of the unification of the communication strategies as delineated by the used

conceptual framework. As already highlighted, Craig’s communication theory

emphasized the significance of unifying the communication strategies by analyzing the

similarities and variances of communication and depicting how specific elements relate

to specific subject fields. One can now affirm that effective communication is

fundamental to organizational performance. Undoubtedly, the aim of every organization

is to ensure the feedback offered meets the desired goals. To achieve this, communication

plays a vital role in communicating the desired goals to all the major stakeholders.

Indeed, Rider et al. (2014) posit that the essence of boosting organizational trust and

loyalty is entrenched in focusing communication on individual needs while also

providing information with the necessary feedback. In other words, loyalty and trust are

crucial elements in fostering healthy relationships within organizations and among teams.

Table 2

Participants' Mentions of Communication Planning Strategy

Source No. Reference Percentagea

Participant 1, Interview Questions 1, 2, 3, 4, 8 9 83%

Participant 2, Interview Questions 1, 2, 3, 4 8 80%

Participant 3, Interview Questions 1, 2, 3, 4, 8 4 56%

Participant 4, Interview Questions 1, 2, 3, 4 9 71%

(aPercentage values are rounded off to the nearest whole number)

Theme 2: Communication Management

The responses to questions 2, 4, and 8 of the interview questions regarding the

influences of communication strategies in managing team projects highlighted the

importance of communication management (see table 3). Hence, ample evidence existed

regarding the emergent theme of communication management in project teams. The

responses from the four participants rated over 50%, indicating how the participants

considered the importance for the PMs to embrace the ideal of communication

management. The identification of how communication can be ascertained through

formal and informal channels as indicated by the findings was a crucial element in the

practice of PM. Therefore, one can note that different communication media allows PMs

to gather various types of information to assist to achieve the set goals.

As observed from the responses of Participant 1 and 4 in this study,

communication management is an integral tool that influences productivity. This finding

is consistent with Gaur (2017) observation in which he contemplates that

communications management integrates information distribution, creation, collection, as

well as distribution. The implication is that PMs must create a plan that ensures proper

organization of information to ensure that the relevant parties are aware of their

expectations. These observations are consistent with the review of the company’s filed

reports. Across the entire site, it was evident that clear information about various issues

related to reports such as financial statements, cash flow statements, and audit statements

was well organized. Notably, the site is designed in such a manner that even the less

educated can easily follow and access a specific report. Evidence from this facility

delineated the importance of good communication strategies in the management of

organizational resources.

The findings of the study closely aligned with the findings of Nkanunye and

Obiechina (2017) who found that communication management is attained within a group

by facilitating the ability for an individual to promote awareness. Specifically, in the

health care setting, obtaining information assists individuals in receiving or imparting

influence to others to improve patients' health (Nkanunye & Obiechina, 2017).

One can also appreciate the influences of successful communication strategies for

project team through Craig's communication theory. A peculiar characteristic of Craig's

theory is that the framework identified the working nature of human communication

(Kuehn, 2016). In other words, communication practices are effective in influencing the

failures of a project based on individuals' ways of engagement. Managers with the ability

to recognize the operations of their organizations are able to capture the behavioral

human patterns and hence influence the outcome of project teams (Kuehn, 2016). The

explanation of Craig's theory is that perceptions of understanding the working of a team

prompt a sense of influences among its members (Craig, 1999). Hence, the PMs can

appreciate the fact that creating a firm foundation for communication is through different

influences.

There are other influences of communication that work for the effective

operations of an organization. Question 8 of the interview questions was applicable in

providing significant influences faced by a PM. The question asked about the

communication strategies that a PM applied to be compatible with the workplace setting

and specific attributes of project teams. Participant 3 considered that communication

influenced individual's ability to adjust. This is closely associated with Mutisya (2016)’s

observations which posit that upward communication “influences personnel and

operational decisions, as well as adjustments in policies and strategy.” Alternatively, a

manager can influence the level of communication flow and the intended productivity

among employees. Further, Mutisya provided the aspect of team meetings and the extent

to which a leader can exert communication due to the intended engagement. Hence, the

author pointed out that individual's personality of manager by exhibiting extrovert

attributes influence organizational team meetings. For example, research has documented

that PMs have considered trustworthiness to be a communication strategy used to

influence stakeholders' expectations. Generally, project owners and customers stay in the

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loop of project performance. PMs need to communicate with the customers and business

owners concerning progress made and reporting performance. Therefore, there is an

importance for project managers to embrace the art of flexibility in their practice. As

noted by the responses in question 7, all project team members are liable to providing

accurate information regarding process execution. Ruben and Gigliotti (2017) concurred

with this observation by positing that PMs, who are also important component in the

teams’ performance project, must relay information about work execution, delivery, and

progress. They further contend that performance reporting entails the collection and

distribution of progress information that requires the entire team to periodically identify,

collect, and analyze actual data relating to the project. Cornelissen et al. (2015) share

similar sentiments, albeit with slight modifications and noted that all performance related

information should have the right format as provided by the organization or through the

guidance by business manager/project leader. Team members act as informants by

requiring the PM to provide storage facilities to ensure documentation is professional.

Koschmann and McDonald (2015) agreed that in a project setting, the

commitments towards achieving set goals depend on effective communication. The

corporate world, business, organizational, and public relations, requires leaders to display

certain characters and attitudes in motivating their teams. In project communication, PMs

must communicate the project targets, results, and discuss these parameters among

project team members and towards people committed to the project. As a result,

managers can build team spirit by clarifying the scope and project targets, while also

creating an avenue for feedback.

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Table 3

Participants' Mentions of Communication Management Strategy

Source No. Reference Percentagea

Participant 1, Interview Questions 2, 4, 8 6 51%

Participant 2, Interview Questions 2, 4, 8 8 75%

Participant 3, Interview Questions 2, 4, 8 7 63%

Participant 4, Interview Questions 2, 4, 8 7 67%

(aPercentage values are rounded off to the nearest whole number)

Theme 3: Communication Ethics

The importance of observing communication ethics is another theme that emerged

from responses. The four research participants involved in this study responded to all 9

questions including questions 4 and 5 in the list of interview questions. These two

questions addressed the barriers that the face and how they provided solutions during

their practice as PMs. Participant 1 noted that he often gets demotivated whenever his

supervisor communicates with him with arrogance. On the same note, Participant 2

echoed similar sentiments by positing that poor communication is a distraction to work

motivation. Participant 3 argued that it is important for managers to communicate with

their juniors in a manner that demonstrates a certain degree of respect. On the same

token, Participant 4 contemplated that an organization can only move forward by

embracing the art communication ethics. Apparently, the responses from the four

participants pointed to the theme of communication ethics emerged. To confirm the

validity of the participants’ responses, I critically analyzed the company’s strategic plans

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to evaluate how the PMs communicated the plans to employees. Across all the strategic

plans, the company had put in place clear communication guidelines to guide how PMs

communicate with their juniors. In particular, the PMs were required to communicate

with their subordinates in a manner that demonstrated human dignity.

A number of recently published studies and sources confirmed the importance of

the theme of communication ethics. In most of the sources, it is apparent that

communication ethics is one of the strategies found out in the research findings that PMs

in the health care industry use while working hard to strengthen communication within

their respective project teams. Thomas and Mengel (2008) confirm these findings by

positing that since different stakeholders make up project teams, the basis of all forms of

communication should include strong ethical consideration. Simply, they posited that by

observing the high codes of communication ethics, project team members will be able to

engage fully in the project implementation since there will be positive communication.

To observe ethical communication, all the four research participants reported that

they consider the removal of all the barriers that might hamper the positive interaction

within the project teams. These barriers include but not limited to psychological barriers,

economic barriers, political barriers and cultural barriers. However, in spite of these

barriers, the participants agreed that their PMs always embraced the appropriate ethics

while interacting with other project stakeholders. It is therefore essential for the PMs to

adopt the highest level of the communication ethics whenever they provide their

professional services in the stakeholder management segments of the project teams.

Participant 1 and 2 argued further by positing that ethical communication results to

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positive organizational outcomes. Similar sentiments by Araujo Galvão, Abadia,

Parizzotto, de Castro Souza Pião, and de Carvalho (2017), who posited that ethical

management in project implementation is an essential strategy that determines the

outcome of the project teams' desired goals.

First, Araujo Galvão, et al. (2017) explained that holding to a code of ethics

ensures that all decisions made by the project teams are in alignment with the projected

missions of the given group. Secondly, it is important for the PMs to enhance ethical

communication since the idea results in admirable actions that are always to the best

interest of not only the project in implementation, but also the stakeholders involved in

the whole process (Araujo Galvão, et al., 2017). PMI (2018) concurred with these

observations by recommending the appropriate values to achieve the ethical conduct in

communication. For instance, being fair, responsible, honest, and respectful enables one

to discharge high leadership qualities to the project team. In the end, the teams led by

such a PMP potentially enjoy ethical communication that results in both faster and proper

decision-making process. This benefits the project team since there would be high

chances of achieving the set goals during the implementation period.

In terms of barriers to communication ethics, Perić, Đurkin, and Lamot (2014)

complement the study’s findings by claiming that marginalization of some stakeholders

in the project team can impede effective communication during the project

implementation process. Additionally, marginalization plays an observable role in

weakening the cohesiveness of the project teams. This form of poor communication

results in the divisions within a single team mandated to implement a significant project

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within the health care sector. Intragroup marginalization results in the interpersonal

distancing since it is a poor form of communication. To avoid such distancing within the

project teams, the four respondents said that they observe communications ethics to

satisfy all the stakeholders (Perić et al., 2014).

In sum, the findings concerning the importance of communication ethics allude

to the need for PMs to take into consideration the interests of all stakeholders. To achieve

this, project managers should always ensure the fair treatment of the personnel. At the

same time, the findings and literature confirm the importance of mastering the diplomacy

art as a strategy to achieving communication ethics. This means that project managers

should be more proactive while managing stakeholders as team members will not always

be right. It is by being able to control the discussion sessions that will determine if the

leaders are on the right path towards achieving the project's mission or are being defeated

by the communication barriers sired by team members. Collectively, the findings

presented by respondents and the explored literature mirror the observations made by the

used conceptual framework. McQuail’s mass communication theory concurred with

research findings by advocating for the importance addressing the integration of multiple

factors during communication processes. The theory provides the lens to explore different

elements for developing and implementing successful strategies that PMs can embrace to

strengthen communication within project teams.

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Table 4

Participants’ Mentions of Communication Ethics Strategy

Source No. Reference Percentagea

Participant 1, Interview Questions 1, 2, 4, 5 7 64%

Participant 2, Interview Questions 1, 2, 4, 5 6 56%

Participant 3, Interview Questions 1, 2, 4, 5, 8 6 57%

Participant 4, Interview Questions 1, 2, 4, 5 8 77%

(aPercentage values are rounded off to the nearest whole number)

Application to Professional Practice

The basis and foundation of this study was the problem that PMs are good

communicators yet they fail to communicate effectively. Hence, the present research

contributes towards the field of project management in many ways. PMs can learn about

communication management and planning as strategies that can strengthen interaction

among stakeholders through increased motivation (Borca & Baesu, 2014), improved

project's success rate (Vartiak, 2015), increased profitability level (Mentula, 2015), and

development of a team in a positive manner (Royal College of Physicians, 2017). In the

end, the entire community benefits from efficient communication within a project.

I identified communication planning, communication management, and

communication ethics as crucial strategies that enhance interaction within a project team.

There is a unique development of the former strategy. A consistent approach that PMs

can apply to promote active engagement is through an increased level of collaboration

since this arrangement raises performance of a project team (PMI, 2018). All participants

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of this study agreed that PMs can use communication management as an approach to

promote relevance and accuracy within a project. There is benefit for team members due

to open communication since there is a sustained link between respect and one's

knowledge (Verghese, 2017). The findings of this study can be essential to PMs as they

can appreciate different approaches to develop and integrate communication strategies.

Furthermore, observing communication ethics within project implementation

processes is not only beneficial to the project managers but also to the entire project team

as it enhances good communication during the process of project implantation. Basing on

the findings of this particular research, PMs in the health care sector can appreciate the

strength of diversity as a way of promoting communication ethics during serious

decision-making processes. Precisely, accepting the strength of diversity will mean that

project managers incorporate the views of the project team members regardless of their

political, cultural, social, or economic status. Besides, treating both men and women

fairly within the project implementation processes will likely increase the chances of such

particular projects to succeed as planned.

Moreover, internal communications required that PMs are able to influence

success of a project through making major changes that result in profitability of a

business. Since strengthening communication strategies necessitates an adoption of a

practical approach such as identifying crucial stakeholders and management skills, PMs

can learn how to achieve such a reality from the current work. Profitability and success of

a business are guided through effective internal communications since employees'

satisfaction is attained (Ylitolva, 2015). Consequently, PMs may apply the resulting

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findings and consider the manner in which they can communicate effectively through

internal communications. The benefit of internal communication application is that the

arrangement promotes an increased level of intellectual capital (Ylitolva, 2015). In the

end, PMs are able to enhance effective business operations since an increased intellectual

capacity is a potential towards improved organizational practices and hence elevated

profit margins for a business.

Implications for Social Change

The necessity for project communication strategies is that these techniques

prompt an increased level of positive social change through raised motivation capacity,

high level of business profits, and overall benefits to communities. When PMs enhance a

meaningful communication arrangement, they are able to inform the stakeholders of a

project and hence motivate them to support the proposed plan. Eventually, the team

members are able to develop positive attitudes to the resulting changes. To mobile

people, a leader is required have good mobilization ability (Korbi, 2015). The findings

from the current study assist PMs to identify that creating collaboration is an approach

geared towards generating significant level of business profits. PMs have to engage in

constructive association with the external relevant stakeholders of a project for better

performance.

The present study entailed the researcher to interact with participants who shared

their firsthand experiences about ways to strengthen communication strategies within

project teams. By the help of the interview questions, the four professional respondents

gave a deep insight on the strategies they employ to enhance effective communication

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within their respective projects. Furthermore, the participants were able to highlight some

social implications that their previous strategies bore after application in the real health

care project management practice. All the four research respondents were able to

distinguish communication as a skill to enhance social sustainability. Investigation

indicates that cultural values influence the norms of communication (Korbi, 2015). PMs

can learn different ways of promoting positive social change, as they are able to

appreciate the fact that communication is an art and a technique to achieve communal

needs. For instance, a study done on community development projects (CDF) in Kenya

indicated that community participation influences timely completion of a project

(Muchiri, 2014). Therefore, the role of PMs is to create a favorable environment that

ensures collaboration to meet the expected communal gains from a project. The results of

this research work enhance the applicability of vital knowledge about communication

arrangements in a team to impact positive change.

The basic understanding that the current study aims to promote is the necessity to

create effective communication and selection of best approach to influence successful

project for PMs. Based on the mentioned explanation, there is a clear indication that PMs

can benefit from crucial and strengthened communication processes for a project. Studies

argue that the level of competency for PMs influences success of a project through a

combination of the ‘right skills and individuals involved' (Payne et al., 2011). As a result,

the social change impact attributed to the findings for the current study is that community

members can learn their role in facilitating success of a project. Community members

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strongly influence the conducting and transparency regarding community projects

intended for their benefit.

Further, the study delineates the importance of the adoption of effective

communication skills during health care project implementation because it will result in

the improvement of the health sector. Improved health sector is important for the

wellbeing of the people as they can access quality services due to the success of

implementing relevant projects that address the fundamental issues affecting the health

consumers. In addition, improving health results in the improvement of other factors,

such as political and economic aspects is paramount. For instance, sound health among

communal people results in increased exploitation of resources that result in the growth

of the respective economy. The health of a nation relies on the proper health care policies

which come as a result of implementing proper health care projects. Therefore, adopting

desirable strategies that enhance proper communication during project implementation

will result in positive social impacts.

Recommendations for Action

The current work provided crucial findings that PMs might implement to improve

project success rates through using effective communication during the project

implementation processes. The findings of this study are of potential benefit for the

project managers more so in the health care sector because of subjection to a myriad of

significant strategies that can enhance effective communication while managing their

respective projects. Notably, the crucial role is for PMs to identify ways to strengthen

communication strategies that will result in the attainment of the project goals. A similar

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approach leads to improved business profitability and positive growth for a business in

additional to increased appreciation of affected communities.

Moreover, the communication planning, communication management, and

communication ethics themes provided the foundation for the recommendation actions

for PMs to strengthen their communication strategies to ensure significant success of a

project. The lack of communication within a team results in disconnected organizational

levels (Zerfass et al., 2017), negative effect on project progressions in different industries

(Rommele & Schober, 2013), increased government spending to fund professional

researchers on ways to manage project failure due to infective communications

(Rommele & Schober, 2013), and a lack of motivation and the inability to meet

organizational objectives (Hirst & Mann, 2004). From the evidences depicted in the

existing literature discussed, it is therefore true that project team members, project

managers, organizations and government all stand to benefit from adoption of the

strengthening communication strategies discussed in this research study. The following

are the refined recommendations for action:

To maintain cooperation, PMs must understand that a project team requires a

collaborative environment to achieve effective communication. The value of team

building is important since its leaders are able to influence changes. Project development

entails the ability to convince stakeholders to pursue a certain path due to resulting

benefits. I recommend that PMs understand their level of competencies to manage a

situation. Zulch (2014) articulated that PMs must recognize their style of leadership, its

effect, and influences on project management as these attributes play a central role in

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promoting effective project completion. Further, Zulch (2014) added that communication

is the foundation for basic components of projects such as cost, time, and quality as well

as a pathway for achieving management of human resources, finance, and risks. The

primary understanding here is that effective project communication by PMs positively

influences efficient management of a project.

PMs might struggle to achieve success without considering active involvement of

major stakeholders through effective communication. The recommendation is that PMs

can ensure efficient and strengthened communication strategy through analysis of project

outcomes. Hence, communication planning becomes a crucial action since the process

can enhance the ability to achieve and sustain team engagement. Participant 1, 2 and 4

agreed that PMs cannot exert influence if they fail to share the intended objectives of a

project in the most appropriate manner. Similarly, McQuail's theory of communication

outlines that an individual exercises dominance with the sole intention to facilitate an

expressed response to intended project goals (McQuail, 2010). Therefore, PMs must

explicitly coordinate the performance of team members to ensure beneficial gains. The

arrangement of communication planning also incorporates teamwork interventions

through which PMs are responsible for enhancing team effectiveness.

The theme of communication planning I identified in the study supports the

recommendation that PMs needs to understand communication system, methods, and

styles as strategies to strengthen project communication. There are crucial benefits of this

recommendation. According to Zulch (2014), planned times to meet as a team, discuss, as

well as maintain communication records and avail them to team members promote

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communication. PMs are responsible for improved communication to ensure effective

decision-making to influence the level of quality for a project (Zulch, 2014). I

recommend that PMs develop an effective organizational structure that assists to identify,

manage, and act upon stakeholders' opinions as indicated by Zulch (2014) since they are

at the heart of information control system.

Communication is a tool that influences productivity. The communication

management theme supports the proposal that using personal ability and intellectual

capacity can be a crucial development for PMs. According to McQuail's mass

communication theory, a person can use his or her intellectual capacity to stimulate other

people's reactions (McQuail, 2010). The implication is that PMs can develop a plan that

assists to capture the expectations of different stakeholders involved in a project. In this

case, I recommend PMs to increase the level of awareness for organizational objectives

by taking the perceptions of various involved team members into consideration. Studies

indicated that managers who recognize organizational operations are able to discern

behavioral human patterns and, consequently, influence the extent to which project

outcomes are achieve because they have already developed a sense of working within a

team (Kuehn, 2016).

The findings on various strategies to develop a strengthened communication

approach for PMs are significant. In the same manner, the results affect different types of

audiences since communicating effectively within a team is an initiative that facilitates

personal and organizational growth. Other interested parties include health care

professionals, community leaders, and business leaders. The need for them to be

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interested in the study is to ensure that these professionals understand the manner in

which they can deliver projects through an effective communication strategy. Further,

academicians and researchers might need the current study to advance their knowledge

on ways to ensure a strengthened communication strategy for a project success.

Moreover, I will disseminate the results in other ways. I will have the opportunity to

present the findings of this study before the Oral Conference or DBA Doctoral Study

Oral Conference. In particular, I will have the chance to present the findings of this study

before the Oral Conference with the aim of convincing them of my academic credentials.

Additionally, I intend to submit articles for publication in peer-reviewed journal such, as

peer-reviewed journal, Research Journal of Finance and Accounting, and Journal of

Economics and Sustainable Development among others.

Recommendations for Further Research

I confined the current research to an investigation of the strategies that PMs in the

health care industry use to strengthen communication within project teams. Therefore, the

purpose of this particular study serves as a primary limitation for this qualitative study.

Specifically, the study failed to address other strategies appropriate for adoption by PMs

in the health care sector while trying to strengthen the communication during project

implementation process. There was also a limitation of the reliability of the study

findings due to the small population size of only four PMs in two health care centers in

the mid-Atlantic region of the United States. Hence, a recommendation for future study

conducted is to use larger sample of subjects with project management skills as PMs and

non-PMs from different sectors and geographical location. A future study ought to show

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how data saturation of its sample shared divergent perspectives or experiences of their

inquiry. Wu, Thompson, Aroian, McQuaid, and Deatrick (2016) argued that there is the

need to decide on effect of sample size based on its context of evaluating and determining

its influence on findings. In this case, a future qualitative study can contribute to an

understanding of how PMs can employ communication strategies for increased project

success.

Furthermore, the use of a case study represents a generalized way in which PMs

consider project communication as an effective strategy for achieving project success. As

a matter of fact, a solution should be to consider using different professions with project

management skills to understand complex situations in which they have been able to

promote effective performance through strengthened communication strategies.

Moreover, the results of a quantitative research can enhance an understanding of

communication strategies that PMs can employ to boost employees' engagement,

productivity, and overall profitability. The current study aimed to clarify the experiences

and influences of communication strategies for PMs. To ensure that the participants

engage in the discussion in a most meaningful manner, a phonological study could be

required. The subjects here are able to express their firsthand experiences and thus the

phonological approach assists to capture crucial knowledge on effective communication

strategies that result in sustainable project gains.

Reflections

A famous quote by Edwards Deming stipulates that, “If you can't describe what

you are doing as a process, you don't know what you're doing”. Following this saying, it

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could be a challenge to me if I cannot reflect about the entire research work I had to

accomplish for the entire doctoral study. My primary aim was to present a high-quality

doctoral study based on the DBA Doctoral Study document. Hence, I was keen on these

components. I developed and structured a research question to depict the communication

strategies that PMs in health care field use in their project management task. Precisely,

the aim of this research was to answer the question: what strategies do PMs in the health

care industry use to strengthen communication within project teams? Preliminary results

confirmed my presumption that PMs facilitate communication process among project

teams. To maintain the scope of the study, I limited the strategies that PMs can utilize to

boost the employees' engagement, productivity, and overall profitability. Meanwhile, I

had to explore the impact of communication strategies to employees' engagement,

productivity, and corporate profitability.

While conducting the DBA Doctoral Study was quite an advanced development

of research work that I had performed, the process not only subjected me to

understanding approaches to conducting a research study but also my areas for

improvement. The project was a foundation to advance my skills in research methods,

conceptual and empirical designs, as well as data analysis for a qualitative research.

Regarding data collection procedure, I presumed that conducting an interview and

presenting semistructured interviews were straightforward methods. Unfortunately, this

preconception was inaccurate because I experienced challenges in scheduling timelines

with PMs Professionals, let alone interviewing them. The actual moment of conducting

the interviews was an interesting one. This is because I employed the teleconferencing

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advancing technology while collecting data from the respondents. Besides, I was able to

ensure consistency in maintaining the required interview protocol (see Appendix A). All

the involved participants positively responded to the presented questions. As I had

prepared well to capture their responses, I took note of their answers in addition to

recording them to ascertain that I maintained accuracy. Moreover, I was keen to note

their emotions and behaviors when I asked them various questions. To avoid the lack of

focus, I was able to control the interviewee's during the interaction session until its end.

Furthermore, I was able to capture the details of communication planning,

communication management and communication ethics as strategies for strengthening

communication by PMs. The interviewed professionals were not new to project

management as they were interested to work in this field. Additionally, I eliminated cases

of boredom since the professionals were keen to share their experiences in project

management and how they felt communication was fundamental to facilitate project

success. In the end, I was excited to note that PMs need to strengthen communication

within project teams as a strategy to boost the employees' engagement, productivity, and

overall profitability.

Conclusion

The present study advances the literature on strategies for PMs to strengthen

communication among team members of a project. In addition, the outcomes have shown

that PMs' skills assist to improve the effectiveness of organizational communications

(Butchibabu et al., 2016). Another interesting fact is that the current findings contributes

towards knowledge through which PMs can rely on evidence-based information to

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enhance the strategic management of communication and attain increased productivity

and profitability in projects which may eventually benefit the local communities.

According to Muszyńska (2016), implementation of any project aims at

strengthening the capacity of existing organization or individuals through resource

management. The present study thus contributes to approaches through which

communication strategy can connect success and project management. By answering the

research question through data collection and analysis, I have been able to confirm that

communication support the ability to reach the intended changes in a proposed plan

because of its role as a strategic management function. The identified themes have

assisted to affirm that communication is a process that consists of sharing messages.

Communication is also an arrangement to engage and empower stakeholders in a

persuasive manner (Zulch, 2014). The multiple case study and locations may entail a

development in the quality of evidence presented. These enhancements could contribute

to future training in optimal communication skills, which is a primary objective for PMs

to enable them to strengthen communication within their business-oriented project teams.

The current work had some implication on social change. Effective

communications make PMs accomplish the central role of ensuring that the project team

(employees) initiates, plans, designs, executes, monitors, and controls the project, as

expected for business's success. The implication is that there is a profitability level

created since the stakeholders are able to collaborate in a meaningful manner (Payne et

al., 2011). Eventually, there is economic sustainability due to the fact that different

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stakeholders are now able to increase their level of association through a communication

process, which results in raised levels of interaction among the team members.

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