com unit 3 - final
spray and pray
- Showers employees with all kinds of information in the hope that employees will be able to sort out significant and insignificant info
Metamorphosis stage
Analyzing the process of adjusting to job transfers w/in an org When indv. transfer from one job to another w/in an org, they are not typically seen as "new" employees and thus are not provided formal socialization experiences These individuals must still cope w/ new job requirements, new social relationships, and sometimes new locations Communication w/ a supervisor and coworkers in the new job can serve to ease the transition experience
Rational Model
Assumes complete logic in the decision making process Classical theories of org behavior come from this perspective Organization members notice a problem that requires a decision. After carefully defining the problem, you search for all relevant information that might bear upon it (go back, think about all possible solutions) Develop a set of decision options Optimal decision is identified (decision making process concluded)
effects of CT Organizational Structure Distributed work:
Central office (same time, same place) Telework (same time, diff place) Flextime (diff time, same place) Virtual organization (diff time, diff place)
Discursive vs. material
Change can also involve material and discursive changes (or both). "Solely Discursive change" (p. 10) often involves relabeling of practices as something new in order to give the appearance of changed practice without really doing things differently. For example: embracing the term "team" for a work group as a way of discursively altering how the organization considers the work and workers without really changing the practices or process of the work. "material change" alters operations, practices, relationships, decision-making, and the like. Although they underscore that discursive change is still consequential in organizations, it is often experienced differently from these other types of change." (Lewis, p. 38). Material + discursive changes. Of course, these changes may go hand in hand. Recall the story of intrapreneurship.
Defining organizational change: process vs. implementation
Change is an ongoing org. Process, but we also try to implement or manage change Change in organizations is constant. Even very stable organizational forms face change, and a great deal of research focuses on trying to understand, explain, and predict how and why organizations will change.
Approaches to Decision - Making: Classical human resources human relations systems cultural critical
Classical - Decision making is rational and logical; optimal solutions Human Relations - Participation as an avenue for satisfaction (higher order needs) Human Resources - Participation as an avenue for eliciting valuable information & effective implementation Systems - Decision making as a complex process multiple/varied stages; decisions are interdependent & embedded Cultural - Decision making as a set of practices reflective/constitute org. values/assumptions Critical - Decision making as a process where management can exert control
Is it possible to place too much emphasis on the role of communication in change?
Communication matters, but it isn't everything. It can too often be a scapegoat scapegoating communication as the problem of change is one faulty outcome of overstating the role of communication in change. A related problem is assuming that if communication has entirely positive qualities in a change effort, none of the other problems will matter Communication, even if exceptionally good as judged by all [those involved], cannot necessarily overcome lack of resources, commitment, financial resources, or competition of other processes and distractions, or a poorly designed, dysfunctional, or ill-fitting change
What are the paradoxes of technology?
Empowerment / Enslavement Independence / Dependence Fulfills needs / Creates needs Competence / Incompetence Planning / Improvisation (improvising) Engaging / Disengaging Public / Private Illusion / Disillusion
Nutt's 5 stage model:
FORMULATION - figure out the problem; define the problem; needs assessment (e.g., Michael learns there is a surplus... needs to spend it) CONCEPT DEVELOPMENT - ideas generated (generate ways to spend the money) DETAILING - subgroup exploration (e.g., Michael brings in Hank; they also form groups and try to persuade Michael) EVALUATION - judge cost/benefit (info gathered during detailing would be place under intense scrutiny by the group in order to quantify the costs and benefits of each type printer vs. chairs) IMPLEMENTATION - launch (in the end, they buy the chairs) · This rational and logical process sounds like the ideal way to make an organizational decision, but scholars recognized that this model was NOT a good representation of how organizational decision makers actually work
Metamorphosis
Final stage of socialization process: occurs when the new employee has made the transitions from outsider → insider This is not to suggest that the relationship between the ind. And the org. Is static at this point b/c there is always some measure of flux and uncertainty in employees' understandings of org roles and culture Even long-est. Members of an org must deal with the ongoing processes of new employees becoming part of the org
Organizational socialization
Forms ideas about the organization through meeting people and other employees Specific to a particular employer Realistic Job Preview (RJP) Job interview
The Interview as an Information Gathering Tool
From the interviewee's point of view, the interview provides a glimpse of a possible future employer Applicant satisfaction with the interview is a good predictor of the acceptance of second interviews Recruits form impressions during the interview process If interviewers used probing question, the recruit perceived the interviewer to be an empathetic listener Applicants who are more satisfied when open ended questions predominated and when they were given an opportunity to express themselves Possible that interviewees form more positive impressions from interviews that concentrate on job and org-related info and from recruiters who have a warm, open, and interested demeanor
The Interview as a Recruiting + Screening Tool
From the org's perspective, the main function of the employment interview is the recruiting and screening of potential employees Most interviewers gather info in relatively structured ways Highly structured interviews are better predictors of future job performance than unstructured ones Research suggests that interviewers often cue applicants about appropriate responses through the use of directed or leading questions
Defining organizational change: planned vs. unplanned
In this sense, they are focused on change processes—how organizational changes unfold—how they evolve. "Planned changes are those brought about through the purposeful efforts of organizational stakeholders who are accountable for the organization 's operation" (Lewis, p. 37). "Unplanned changes are those brought into the organization due to environmental or uncontrollable forces (e.g., fire burns down plant, government shutdown of production) or emergent processes and interactions in the organization (e.g., drift in practices, erosion of skills)" (Lewis, p. 37). How organizations deal with these changes is very different. Think about the website adoption example. How would the change unfold differently if they organization decided to adopt a website versus they were forced to adopt one? Change can also involve material and discursive changes (or both).
Rich media have:
Instant feedback Multiple cues Natural language Personal focus Nonverbal cues
Schemata
Knowledge structures that define the beliefs (individual and collective) of how organizations work and how change happens - Can be either confirmed (correct) or disrupted (wrong)
Cultural information
Learning about the organizational culture can be much more complex than comprehending role related information, as formal documentation regarding cultural norms rarely exists and current org members might have a difficult time articulating these values for the newcomer Much of socialization occurs through the communication of "memorable messages" - narratives and cultural truisms that stick w/ employees as they continue on in their employment w/ the org
Occupational Socialization
Learning about work in general and a particular organization You get ideas about a certain organization Learn from: family, friends, educational institutions, media
What are the two main levels of MRT that influence media selection?
Level of ambiguity of the message (how many different interpretation it could have) and tries to match it with the appropriate media
identify and reply
Listens to and identifies key concerns of employees and then responds to those issues as they are brought up
Simon's intuitive process idea
Make decisions w/o conscious knowledge "Gut" decision making due to lack of time/ data (don't have the opportunity to search for info and debate issues) Analogical (neither logical nor illogical Consider what has worked in similar situations in the past (by analogy, this should work again) - Example: your friend asks you to go to a party at their other friend's house. You don't evaluate every single option... you make a gut decision... last time the cops came, so you don't go this time (by analogy, this could happen again)
Media Richness Theory
Match the medium the task Ambiguous task → rich medium Proposal for a solution → in person meeting b/c can discuss possible options between everyone, easier to go back and forth in person Unambiguous task → lean medium Want to know how many credits needed to graduate → email dean b/c there is only one answer, no need to discuss face-to-face and go back and forth about it Whenever there is a mismatch (ambiguous task w/ lean medium or unambiguous task with rich medium → COMMUNICATION FAILURE Explains why people select one medium over another when trying to transmit information
Dual Capacity Model
Media are not just RICH or LEAN Instead they carry two different types of messages Data-carrying capacity The degree to which a medium is able to effectively and efficiently convey task-relevant data" Similar to media richness + this element transcends orgs •Posits that a particular medium will have the same abilities/capacities across a variety of different org settings e.g., Voice mail will have approximately the same data-carrying capacity in all org settings Symbol-carrying capacity Media can be more/ less to convey the core values + assumptions that constitute the org's culture E.g. in an org that values personal touch (e.g. politics), you would not use standard letter b/c its not fitting to the culture Communication media can attain status of symbol apart from the actual message being transmitted E.g. meeting conducted via video conferencing can carry symbolic messages about the importance and technological sophistication of the meeting participants In sum, this theory predicts that people's media choices will be based on their assessment of both the data and symbol carrying capacity of a particular media
Group think
Members of strongly cohesive in-group prize consensus, unanimity over consideration of other alternatives Illustrates multitude of pressures that can lead group to rush to consensus, silence dissent
The approach depicts communication technology as a function of what four characteristics?
Objective characteristics of the task and media Past experience & knowledge Individual difference Social information Example 1: Twitter 70 year old former news anchor desiring news updates 1. Good choice to get on it 2. No experience with media technology, computers?? 3. "stuck in old ways 4. Friends say stay away from the new tech stuff Example 2: Twitter for 18 yr old college student who wants news updates 1. Good choice to get on media wise 2. Lots of past experience with technology and similar type update, most on facebook/status updates etc. 3. Savvy with tech 4. Friends say cool!
Effects of CT Use
Organizational communication technologies have effects on communication content, communication patterns, and organizations Communication content Social/emotional cues may be filtered out Less inhibition, may lead to flaming Communication patterns Often augment, not replace older tech Increase in upward communication More equality in participation Data smog or information overload
Organizational Media Selection Factors
Personal preferences Leadership Individual members Organizational norms Financial resources Technological and support capacity Legal concerns
Recruiting and Interviewing
Process involved in getting a job can be very different depending on issues such as the industry involved, the age and experience of the potential employee, and the specific needs of the org Technology now allows for the screening of resumes before they ever hit human eyes through the use of "data extractors", so job searches are encouraged to create resumes with the content, key words and phrases, and formatting that will appeal to these technological screening processes
Realistic job previews
Realistic job previews → if new recruits are provided a realistic picture of their future job, they will be less likely to be disappointed if inflated expectations are not met RJPs should serve to reduce voluntary turnover I.e. if a potential receptionist is warned about monotony, overload, and abusive clients through an employment interview, that employee is less likely to quit after weeks on the job Practices like this should help to enhance the fit between the person and the org Effectiveness of realistic job previews may depend on what info is communicated during the interview and how the interaction occurs Some recruits may view negative job characteristics as a challenge and hence not self-select out of inappropriate job
Encounter
Second phase occurs at "point of entry", when a new employee first encounters life on the job Newcome experience as one of change, contrast, and surprise A newcomer must work to make sense of the new organizational culture Encompasses learning about a new organization and role and letting go of old values, expectations, and behaviors Wide variety of informal and formal communication processes Organizationally designed orientation programs and formal and informal mentoring When org. Programs and systems are well-designed and work toward investing the newcomer in the company's goals and culture, they can be successful in enhancing commitment and reducing turnover Orientation programs effective in enhancing the extent to which employees identify with the org. Extensive information seeking on the employee's part
tell and sell
Selects limited set of messages (about core issues) - They tell employees about those issues and then sells them on the wisdom of the chosen approach
What are the critiques of MRT?
Solely based on task, the theory doesn't explain the relationships and why people choose the mediums that they do E.g. If you have a close relationship with your boss you will ask them face-to-face about an unambiguous task There is still media use behavior not accounted for (e.g. relational maintenance) between task ambiguity and channel richness, and it is clear that we may have goals in addition to task ambiguity managers/ employees may not always be rational 1.In general, support for this theory in that managers choose rich media for ambiguous tasks and vice versa. However, this is a rational decision making model & as we talked about in the decision making chapter, managers are definitely not always rational in their decision making processes Characteristics of media might not be objective (easy to judge) and stable (enduring over time) Objective: Think about your reactions to the iPad vs. your/our grandparent's reactions -Stable: What media have you used over the last few years that you HATED at first and judged as being lean, and then later found out they were pretty rich in nature... you just didn't know how to use them initially?
two key questions about stakeholders?
Stakeholders as Symbol or Resources? & Select or diverse stakeholders included?
specific context
Teams may have different technology preferences Sales team - older, didn't want to deal with smartphones - shared information primarily through voicemail. Interestingly, same *company* never used voicemail because it was a company based on acquisitions and never made financial investment in a single shared voicemail system for the entire org. So, you could only leave vmails for those in your building. Another example - execs wanted to reach people with messages about ongoing changes. Was considering launching big new comm effort to company-issued smartphones, then checked to see how many employees actually had a company-provided smartphone - only 8% - mostly directors and above, people who were already plugged into decisions, etc.
3 Basic Functions of an Employment Interview
The Interview as a Recruiting + Screening Tool The Interview as an Information Gathering Tool The Interview as a Tool for Socialization
The Interview as a Tool for Socialization
The employment interview can serve to ease a newcomer's adaptation to the org should she or he be offered a job
Explain the Social Information Processing Theory?
The theory is built on what we know from media richness and added a social element to the mix Use of media can be explained by social environment Basically, we get hooked on media when the people around us are using it Social information influences perception of a medium If people say negative things about a particular media, we are going to be less likely to use it even if it would be a good choice •Might not choose a particular media BECAUSE of social information EVEN if a medium matches needs
Effectiveness, fidelity, and uniformity
These have more to do with the outcomes of change. We tend to confuse these three as we think about change outcomes. Effectiveness - did the change have positive effects on organizational outcomes that matter? Fidelity - did the change fit what the implementers of the change envisioned? Uniformity - was the change implemented in similar ways in the organization? After a change has happened, we will sometimes look for fidelity and uniformity as proxies for effectiveness. The change happened the way we wanted it to, so we're good. Or it didn't, so that didn't work.
· Realize that decision makers...
Very few use all the stages o Don't want to re-invent the wheel o Don't consider rationale for decision (why or how) o Often make decision and implement before identifying other possibilities o Concept development is most overlooked step
bounded rationality
We try to make logical decisions, but are constrained by cognitive ~ humans are not always logical, and practical aspects of org life Limits in time and resources Back to gas example, not everybody thinks about getting gas until they run out of gas (we aren't always logical... who waits until about 10 miles after your light goes on?) You don't have the time to drive around town
Is communication important for change implementation?
Yes, communication matters in change. Communication practices are tremendously important in implementation of change in organizations, partly because they can be very problematic
Does technology change our expectations about communication?
Yes, we expect faster response time, we worry if you update your status and no one comments, you can become concerned if you haven't received a response We have established norms or expectations of how to use the developing technologies Technology changes the way we communicate → new capabilities with the internet But there is a catch, technology both enhances and detracts from communication from relationships
Rich Media Example
You are working on your group case study which is due in two weeks. Your group has tried to "talk" via email about the project but it just isn't working. The project is very detailed and complex. So you all sit down & chat face to face. Now you all know what our future tasks are for the next few weeks.
Lean Media Example
You need your roommate to stop @ the store to grab a loaf of bread, so you text message him or her. (low ambiguity, media is leaner)
Data Starvation
ambiguous task but you use lean media (BAD) You do not know how a person is reacting (not face-to-face to see their nonverbal cues) Won't breakup over text Don't get enough information (do not know if they are sad or happy)
Phases of Socialization
anticipatory, encounter, metamorphosis, exit
Problems Associated with Change resistance
behaviors intended to prevent the implementation or use of a system or to prevent system designers from achieving their objectives. Might also include problems such as ignorance of change initiative, inadequate training, or fear Resistance to change is often related to political behavior in orgs b/c there are often many who have a great deal to win or lose in a change initiative Can be seen as the management "ownership" issue transplanted to lower-level employees
What are the broad recommendations that the research literature and popular press agree are important in communication for change implementation?
both sets of literatures recommend wide participation in change communication; avoiding withholding information or deceiving stakeholders; and promoting a generally open style of communication with frequent interactions The conclusions of practitioners, experts, and scholars alike seem to increasingly suggest that communication plays an essential role in implementation of change
testing limits
break rules to get reaction
Rational models are Optimizing models
decision makers are attempting to find the single best solution to an org problem
ritualistic participation
describes the case of diverse stakeholder symbolic involvement where many different types of stakeholders may be asked to provide input, but are routinely ignored in most or all cases.
overt ?s
direct questions
Role-related information
encompasses the information, skills, procedures, and rules that an individual must grasp to perform on the job I.e. a new secretary might need to learn about the organization's word processing programs, filing system, and bookkeeping procedures to adapt to his role in the org
indirects questions
hinting, beating around the bush questions
What are the 3 different categories of norms that shape technology use?
individual organization specific context
individualization
indv. changes / shapes organization to shape their needs, abilities, desires i.e. a new employee develops and improved strategy for collection payments on overdue accounts or if a group of new employees starts anew tradition of going out for drinks on Friday after work
surveillance
make sense of past observed behavior
disguising conversation
mask that you're asking the question
organization
may expect you to answer emails or texts 24.7; may expect you to be able to look up info during meetings - or may view texting or even looking down at your phone as "you are not paying attention." Organization may value facetime in the office - Ex. Director at Deloitte would walk around the office at 6pm to see who was still there. Org may not respect personal/professional boundaries - ex. HR director getting texts and phone calls while on Alaskan cruise - her first "vacation" in three years Boundaries have changed significantly even in last 5-10 years....particularly if you have a company-provided phone, you may be expected to be responding to email and voicemail 24/7 •Every org has informal, UNSPOKEN "rules" for what is "appropriate" use of comm. technology in the workplace...**These org rules can vary drastically from your personal habits/preferences...ex. looking down at your phone or openly texting during a meeting = not paying attention; peers or bosses see you on Facebook = slacking off at work (ex. HR colleague who had reputation for "always" being on Facebook due to the few seconds people would see her on it when they walked passed her cube. This same woman would have very loud conversations on the phone with her husband and sister several times throughout the day. No one addressed these observations with her directly, but it was what she was known for. It damaged her reputation given the symbolic meaning attached to her use of comm. technology. •Org may not support "text me" as form of formal communication. Email is often preferred because it provide for documentation of details (ex.Rachel sends detailed emails to team members and clients and saves a copy in a folder so that is an issue arises she can say, "See email from April 16" - documentation=CYA cover your ass...so in an org, there can be business-related motivations for "individual" technology preferences at work.
least and most effective strategy for soliciting input
most - underscore and explore least- withhold and uphold
soliciting input
o Increasingly organizations recognize the need to involve organizational members in the change Managerial Strategies for Communicating about Change / Prototypical Communication Strategies spray and pray tell and sell underscore and explore identify and reply withhold and uphold Each of these involves different choices about • (1) how to share information (if at all) • (2) how to seek input (if at all) o E.g. This organization is changing how they do their work. They're moving from doing the work face-to-face to doing the work over video conferencing (Up in the Air movie clips)
planned change
oftentimes, orgs. Are confronted with problems in the environment or with internal contingencies that suggests that current "ways of doing things" are not effective. (perhaps a competitor starts cutting into the market share of a consumer products company or the new company president decides that it is critical to develop a new culture that emphasizes enhanced customer service In these cases many orgs. Will begin purposeful org. Change over time. Many unintended consequences of planned change
assimilation
ongoing behavioral and cognitive processes by which individuals join, become integrated into, and exit organizations Entire life cycle of an employee's work in an organization (start → finish) Dual Process: both play out overtime as an individual encounters and becomes part of an org.
socialization:
organization influences adaptations of individuals, adapt to 'fit in' i.e: occurs when an indv. learns about the requirements of the job or decides that dressing formally will help him fit into the organizational culture
satisficing" process
pick a solution that is good enough. Decision makers go with a solution that will work well enough for dealing with the situation •E.g., when you're buying gas, you probably don't drive around to every single gas station in Austin looking for the cheapest gas. You find gas that's relatively the cheapest (out of 3 places on the corner). You're satisficing here.
Why is it useful to be aware of org change? →
products have been lost to history b/c their makers did not anticipate changes in consumer tastes and habits or changes in the industrial marketplace. Orgs. that get stuck in procedural or managerial ruts are often not long-lived Many orgs. Naturally evolve and adapt to environmental needs
third parties
questions directed to secondary source
Three Key Communication Processes in Change Implementation
socialization information dissemination soliciting input
Anticipatory socialization
socialization that occurs before entry into the organization. Encompasses both socialization to an occupation and socialization to an organization
Data Glut
solving an easy problem but used richer medium to do so Creates more confusion (too much information) E.g. How long is the store open? To know you would just google it or call the store and ask what the hours are. Answer is unambiguous so you'd use a lean medium (google, phone call). You wouldn't go to the store and ask the hours in person (the employees would be confused why you went in and asked in person)
Illusion of invulnerability
the belief that nothing can go wrong within the group
Stereotyping
the categorizing of others outside of the group in ways that see their views as unacceptable
Direct pressure of dissidents
the coercive force that obliges group members to behave and think in similar ways
Self-censorship
the overt restraint of group members against offering opinions counter to the prevailing thought in the group
Reliance and self-appointed mindguards
the protection of the group from contrary information from outside influences
Illusion of morality
the self-righteous belief that the virtues of the group are above reproach
Illusion of unanimity
the statement of group agreement while private doubts and disagreements are suppressed
Problems Associated with Change uncertainty on part of org members
uncertainty about org processes can result in stress on the part of employees, and this is particularly true during times of change Uncertainty about what is happening in the change process heightens anxiety on parts of the workers Way to deal with uncertainty: communication and provision of information Employees prefer having negative change information than no info at all about the change
observing
watching bahvior openly
individual
what shapes your individual views on what is appropriate use of technology Experience in past work settings, what others use, how and when others use (Keri's study - people multitask with technology in meetings largely not because they need to, but because they see other people doing it) This can be a dangerous assumption - why?...Keri's study...entry level person assumed it was ok for her to use smartphone in a meeting because she saw her boss doing it. When asked, he said he did not want HER using SM in meetings, that it ANNOYED him because he and others interpreted this behavior as she wasn't "paying attention" - she had no work-related reason to be using a smartphone in their meetings. SO, it is not safe to assume "if everyone else is doing it...." Why? You are new person, more junior...only managers and above "need" to stay connected during meetings...some companies ban smartphones in meeting altogether because it pulls people's attention away from discussion
Problems Associated with Change management support
when senior management is not seen as backing the change effort or when senior's management's vision is not effectively shared with others in the org it is unlikely that a change effort will be successful Management support for the change process is critical (senior management has the most impact on change) Ownership tension → the successful implementation of change efforts is contingent on ownership of the problem and ownership of the change process by those in critical positions in the org
withhold and uphold
• - Holds back as much information as possible. When confronted with questions or rumors, they uphold the party line
Stakeholders' Reactions
• Concerns o Uncertainty concerns represent a heightened state of awareness of, or anxiety about, his or her ability to perform, performance-related knowledge, or performance evaluation o Normative concerns a heightened state of awareness of, or anxiety about, one's congruity in beliefs, actions, and values with members of social groups with which he or she strongly identifies o Performance concerns a heightened state of awareness of, or anxiety regarding, one's own and others' information access and information use • Resistance They can reconceive of resistance—shifting resistance from something to be avoided to a resource to encourage the change. o BUT, engagement is not simple and true engagement involves a willingness to actually draw on the stakeholders' input Whats in it for me??
information dissemination
• Disseminating information involves lots of communication choices. o Media choice - How? ♣ Face to face - individual or group meetings ♣ Phone ♣ Email ♣ Intranet ♣ Mix o Whom to communicate and in what order? ♣ Leaders first? ♣ Managers to teams? ♣ All employees at once? ♣ External stakeholders - media, shareholders, local community o But notice that all of these focus on sending messages about change. We have emphasized in this class the importance of listening o Change communication strategies involve a mix of disseminating information but also soliciting input
underscore and explore
• Focuses on fundamental issues related to change success and allows employees the creative freedom to explore various possibilities (most effective)
Stakeholders as Symbol or Resources? & Select or diverse stakeholders included?
• Stakeholders are given decision - making power and resource control over whether to adopt change and how to implement it • Stakeholders are encouraged to put forward ideas and suggest improvements in the process of implementing change that are then used to alter the implementation • Stakeholders are told they are considered important participants in change
bankrupt participation
• describes the case where even symbolic involvement is available for only a few representative stakeholders." o + The extreme forms of symbolic engagement only work when ♣ stakeholders have very little power ♣ stakeholders have very little information about the change o + Least communicatively intensive o + Best avoided
widespread empowerment
• exists where solicitation of input is done in a manner consistent with a resource approach and is widespread. This is the situation most closely associated with notions of the ideal speech situation, but it can be the most difficult to manage o + Communicatively intensive o + Questions of fidelity and uniformity out the window
Socialization
• how we bring people into an organization—can be site for implementing change o We focused on newcomers, but "There is evidence that suggests that change events in organizations provide important opportunities for resocialization of [organizational members]." o Change can involve changes in the roles people expect and are expected to play in organizational settings.
privileged empowerment
• the implementer style wherein select stakeholders are approached for input in a resource-based way. In this case, select stakeholders or groups of stakeholders were used as a resource to help guide and direct the change, but many other stakeholders were not provided those same opportunities o + Hinges on (1) the power the stakeholders involved and (2) the quality of their engagement o In the two cases of symbolic solicitation of input we observe implementer participation styles where stakeholders are manipulated into thinking their input is desired and will be useful to the change when indeed it is no more than a show of involvement
