“What you'll say is … ”: represented voice in organizational change discourse

Abstract

Purpose

Following Bakhtin, organizational discourse scholars have examined ways in which organizational actors draw on and negotiate historical texts, weave them with contemporary ones, and transform them into future discourses. This paper examines how this practice occurs discursively as members in a high‐tech corporation conduct an organizational change.

Design/methodology/approach

This paper interprets discourse excerpts from meetings of a project team in the western US. Through participant‐observation and discourse analytic methods, the data gathered consists of field notes, over 33 hours' worth of team meeting conversation and five hours of interview data.

Findings

Through the use of represented voice, organizational members work out how an action or practice has sounded in the past as spoken by another member, and they articulate how proposed organizational changes might sound in the future. By making these inferences, members are able to discursively translate between a single situated utterance and organizational practices.

Practical implications

The analysis suggests that organizational change occurs when people temporarily stabilize the organization through the voicing of current practices (as references to what “usually happens” via what is “usually said”) and new practices (as references to what might be said in the future). It is when these practices are solidified and made real through these translations between identity, voice, and organizational practices that members are able to draw comparisons and transformations between “past” and “future” language, and thereby experience and achieve organizational change.

Originality/value

The paper furthers our knowledge of how organizational members discursively negotiate meanings during the process of organizational change through a specific discourse pattern.

Citation

Anderson, D.L. (2005), "“What you'll say is … ”: represented voice in organizational change discourse", Journal of Organizational Change Management, Vol. 18 No. 1, pp. 63-77. https://doi.org/10.1108/09534810510579850