Vision House Communication Audit: Leading Formatively ...web02.gonzaga.edu/comlstudentresources/... · recommendations (Part IV). This report will suggest directions for future research

VISION HOUSE COMMUNICATION AUDIT 1

Running head: VISION HOUSE COMMUNICATION AUDIT

Vision House Communication Audit: Leading Formatively, Encouraging Vision,

Communicating Core Values, and Developing Teams

Dena M. Rosko

Gonzaga University

December 9, 2009


Executive Summary

This report recognizes the organization of study, Vision House's, strengths as

encouraging vision and communicating core values intentionally and regularly to staff with

audit feedback indicating a common desire for all staff to grow in their understanding of

teamwork, to communicate more interpersonally with each other. These desires

demonstrate staff’s sincere willingness to serve Vision House and its constituents. As one

staff said, "I want to honor the Lord and the mission" (anonymous, personal

communication, November 17, 2009). This willingness gives Vision House an opportunity

to grow in three primary ways: formative leading, developing teams through a strengths-

based approach, and continuing to communicate core values consistently to internal and

external constituents. This positive approach matches Vision House's existing effort to

build teams through the strengths-based, or SOAR, process (Stavros, Hinrichs, &

Hammond, 2009), and will help Vision House to continue to realize its vision to break the

cycle of homelessness by transforming one life and one family at a time (Vision House,

2009a).


Vision House Communication Audit Table of Contents

PART I: AUDIT PURPOSE, COMMUNICATION TARGETS, AND

ORGANIZATION DESCRIPTION................................................................................................5

Introduction........................................................................................................................................5Audit Purpose.....................................................................................................................................6Communication Targets...................................................................................................................7Organization Description.................................................................................................................9

PART II: REPORT FRAMEWORK, ASSUMPTIONS, AND ETHICAL PRINCIPLES 10

Report Framework..........................................................................................................................10Formative Leading.....................................................................................................11Other Interdisciplinary Perspectives..........................................................................13Ethical Principles: Organizational Rhetoric..............................................................14

Key Assumptions.............................................................................................................................15PART III: REPORT METHODOLOGY AND FINDINGS..................................................16

Methodology.....................................................................................................................................16Participant Observation..............................................................................................17Survey Questionnaires...............................................................................................17One-on-One In-Person Interviews.............................................................................19

Report Findings...............................................................................................................................20Participant Observation Findings: External Communication Methods....................20Participant Observation Findings: Internal Communication Methods.....................23Interview Findings.....................................................................................................48Integration..................................................................................................................50

Implications......................................................................................................................................51Congruent Communication........................................................................................51Developing Individuals, Teams, and Rapport............................................................51Understanding Constituent Perspectives and Motivation..........................................52Adapting to Change...................................................................................................53Implication Analysis..................................................................................................54

Recommendations...........................................................................................................................54Training......................................................................................................................54Formative Leading.....................................................................................................55Empowerment............................................................................................................55Regeneration and Refreshment..................................................................................56External Communication...........................................................................................56Communication Apprehension..................................................................................57Intentional Communication.......................................................................................58Helping and Service...................................................................................................59Community Coalitions...............................................................................................59Innovation..................................................................................................................61Addressing Staff Concerns........................................................................................62Faith-Based Tie-In.....................................................................................................62


Recommendation Analysis........................................................................................63PART V: SUGGESTIONS FOR FUTURE RESEARCH AND REPORT

PRESENTATION..............................................................................................................................63

Suggestions for Future Research...................................................................................................63Follow-Up..................................................................................................................63Testable Hypothesis...................................................................................................64Proposal......................................................................................................................64

Presenting the Report.....................................................................................................................65Conclusion........................................................................................................................................65

References..............................................................................................................................................66

Appendix A: Program and Management Staff Summary Survey Results..................................73

Appendix B: Baseline Communication Questionnaire...............................................................100

Appendix C: Follow-Up Communication Questionnaire..........................................................117

Appendix D: Interview Questions.................................................................................................128

Appendix E: Vision House Mission, Vision, and Faith Statement with Core Values..........129

Appendix F: SOAR Process (Stavros, Hinrichs, & Hammond, 2009)....................................131

Appendix G: Evaluation Goals and Objectives...........................................................................135

Appendix H: December Prayer Newsletter Email......................................................................136

Appendix I: Bible Study Handouts................................................................................................140

Appendix J: Link List.......................................................................................................................143

Appendix K: Recommended Reading...........................................................................................144

Appendix L: Author’s Reflection...................................................................................................146

Author's Note.....................................................................................................................................151


Vision House Communication Audit: Leading Formatively, Encouraging Vision,

Communicating Core Values, and Developing Teams

PART I: AUDIT PURPOSE, COMMUNICATION TARGETS, AND

ORGANIZATION DESCRIPTION

Introduction

This report will introduce the audit purpose, list communication targets, and will

describe the organization (Part I), and will explain the report’s framework, or theme, ethical

principles on word choice, or rhetoric, and key assumptions (Part II). This report will then

describe methodology and findings (Part III), and will explain finding implications and

recommendations (Part IV). This report will suggest directions for future research and

report presentation (Part V) before concluding with salient remarks.

This report recognizes VH as a learning organization. As such, Appendices A-L

include forms that I created and utilized (Program and Management Staff Summary Survey Results,

Baseline Communication Questionnaire, Follow-Up Communication Questionnaire, Interview Questions,

Appendices A-D respectively) and assessed during this process (Vision House Vision and

Mission Statement, SOAR Process, Stavros, Hinrichs, & Hammond, 2009; Evaluation Goals and

Objectives, December Prayer Request Newsletter, and Bible Study Handouts, Appendices E-I

respectively). Appendix J provides a sample Link List of a few organizations who also value

transforming communities via formative leading, empowerment, and faith-based core values,

and Appendix K includes a Recommended Reading. I share my reflection on this inquiry

process in Appendix L.


Audit Purpose

A communication audit creates a "coherent communication strategy" (Tourish &

Hargie, 2000, p. 293) and assumes that communication is vital to organizations in all levels

of management and leadership. An audit focuses inquiry towards tangible outcomes, and is

both retrospective and future-oriented. This audit assesses past and current external and

internal communication structures, appreciates the strengths of such systems, and explores

future opportunities to grow. This audit intends to encourage VH to move forward with

confidence in its communication and leadership strategy.

A communication strategy is a formative process that links communication to an

organization's vision, and then measures whether the strategy agrees with the organization's

desired outcomes. Tourish and Hargie (2000) observe the social and technical nature of

communication audits when they write, "auditing is both a science and an art" (p. 299). As

such, this audit fulfills an interpersonal, research, and organizational need (Hargie & Lount,

2000, p. 253). Mainly, audits can offer encouragement for successful communicating

behaviors and ideas for beneficial organizational change.

The purpose of this study is to collaborate with a local faith-based not-for-profit

community organization, VH, to encourage formative leading, communicating core values,

and developing teams in organizations as a way to realize VH’s vision to transform lives.

Thus, the study will assess VH's internal communication via a themes-based approach (i.e.

vision, growth, healing, change, encouragement, and unity) and will briefly assess VH's

external communication in its efficacy as a bridge to the community, the Pacific Northwest

region generally and the city of Renton specifically. This report assesses the ways in which

VH communicates externally and internally to support its vision, and the degree to which


VH's communication structure supports dynamics needed for its stated desire to transform

lives by breaking the cycle of homelessness (Vision House, 2009a).

Given this audit's brief time frame, I present findings as a short-form narrative. I

write in the first person perspective in order to improve clarity, to illustrate the personal and

reflective nature of the communication audit process, to value honesty in research, and to

reflect the life-changing nature of VH's work (Behar, 1996; Bochner & Ellis, 2006). To

respect the organization's request for confidentiality of participants, I keep individual

responses and titles anonymous save introducing participants based on their department

(e.g., program/administrative staff and management). The organization gave me verbal

permission to state their name in this report as Vision House (VH). I intend that this report

empower and support the organization with rich and encouraging information and results.

Communication Targets

This audit set the following communication targets:

1. Test participant perception and expectation of internal and external communication

structures

2. Encourage communication among management and program/administrative staff that is

congruent, or aligned with, staff understanding, behavior, and VH’s stated core values

(e.g., intentional communication)

3. Ensure each participant feels valued and confident in her and his individual and team

contribution

4. Encourage all participants to own the organizational vision via their strengths,

participation, and by modeling desired communicating and leading behaviors

5. Help the organization to maintain high levels of credibility with internal and external

constituents


6. Suggest formative, or new, opportunities as needed to help VH to meet the

aforementioned communication goals

7. Build on the organization's pre-existing vision for transformation to lay the basis for a

formative communication and leadership strategy, or one that values transformation as a

step towards realizing change, or new opportunities.

These communication targets lend clues to the organization's structure, patterns of

communication, levels of involvement, and compares these with desired and actual

outcomes. These targets also assume that both organizing and communicating or complex

behaviors (Conrad & Poole, 2005, p. 297) in need of ongoing inquiry to better understand

the reasons behind, and the impact of, the choices participants make.

Appreciative Inquiry

This audit values appreciative inquiry (Cooperrider & Whitney, 1999), or assessing

VH's communication from a strengths-based approach with the desire to encourage and

recommend methods that empower staff to realize their shared vision. This audit seeks to

answer such questions as,

• Do team members feel effective in their work tasks?

• Do management and constituents agree on the values and direction of the

organization?

• Do organizing and communicating systems support the organization's stated vision

and mission?

• Do participants feel confident to approach management and peers to discussed

differences?

• To what extent does the organization integrate its vision and core values (e.g.

teamwork, intentional communication, transformative leadership) into its


communication flow (e.g., horizontal, vertical, and point, or management to

constituent, peer-to-peer, and self-feedback)?

Answers to these questions inform larger themes (e.g., citizenship as collegiality, or the

degree to which participants discern joint-decision making, co-responsibility, support, and

the extent to which participants identify with their own life vision and that of VH). I view

such citizenship and congruence as essential to healthy organizations that want to unify

under a shared and life-changing vision.

Organization Description

Vision House (VH) gave verbal permission to include their organization name in this

report (anonymous, personal communication, November 3, 2009). The founders’ vision for

VH started in Spring 1990 after they watched a movie about a homeless single mother

(anonymous, personal communication, November 10, 2009). They prayed, "if this is real,

then opens to do something about it," (anonymous, personal communication, November 10,

2009). This prayer led to a journey that involved making phone calls and seeking open doors

with a desire to follow God's will (anonymous, personal communication, November 10,

2009). They began a men's program in Everett, Wash. on November 2, 1990 to provide an

alternative environment for homeless men to recover from addiction so that they can live

empowered and healthy lives.

VH’s current vision to house mothers and children began in 1993, where the

founders learned to "not wait for the climactic," to commit to their vision, but to respond to

God when he "speaks with a quiet voice and waits for us to take the next move"

(anonymous, personal communication, November 10, 2009). In 2009, VH cut the ribbon to

its first child care center for young children who live with their mothers at VH.


VH demonstrates its value for communication by committing to this audit, especially

considering that this audit occurred during VH's busy season where they must raise 50% of

their annual budget, and while VH developed a new project in another city. VH also

experienced growth in staff within the last six months, staff grew from 10 to 40 employees,

necessitating a human resources management position (anonymous, personal

communication, November 10, 2009). VH responds well to these change dynamics in their

willingness to assess communication. Such value for communication during change suggests

that VH adapts as a dynamic and living organization, characteristics needed to succeed in the

global economy (Conrad & Poole, 2005, p. 81).

PART II: REPORT FRAMEWORK, ASSUMPTIONS, AND ETHICAL PRINCIPLES

Report Framework

Report frameworks guide communication audit topics (Millar & Gallagher, 2000, p.

71). Communication audit findings then inform larger themes (Hargie & Lount, 2000, p.

241). Eisenberg and Goodall (2004) suggest that such inquiry (e.g., communication audits)

tells an organization's communication story with narrative that acts as a photograph frame

and the findings the photo. Ideally, this study offers a learning opportunity for all involved,

effectively reaching education's goal to form persons who actualize better social outcomes

than had existed before (Buford, 1995; Palmer, 1993).

I selected this report's framework via preferred leadership and communication

models, and by perceiving VH’s vision that umbrellas its mission and core values.

Specifically, formative leading provides a nice framework through which to understand this

report’s findings, implications, and recommendations.


Formative Leading

Formative leading is as a glass with the bottom cut out placed in a river, where the

river flows freely through the glass while the glass maintains its form. Formative leading

envisions a changed future as regenerated, whole, and new for organizations, community,

and individuals (Palmer, 1998; 2000; 2004). This change task requires courage for leaders

and constituents unify under their shared vision to benefit communities (Block, 2002). As

such, formative leading frames this report nicely by leading to leadership behaviors that

identify decision-making principles (e.g., Cooperrider & Dressler, 2006), that intentionally

communicate core values (e.g., via word choice, message meaning), and that employ

relations-tactics (e.g., developing teams through staff sensitivity to their teams, participatory

decision-making, and collaboration). Thus, formative leading supports strategic

communication in VH as an opportunity to edify, to learn, and to grow via its giftedness,

strengths and shared vision. These strategic communication efforts influence people "by

doing, rather than exhorting" (Tourish & Hargie, 2000, p. 296).

The formative framework differs from audits that hurry to solve problems (p. 312)

by witch-hunting for weakness (D. Pollock, personal communication, 2009). The formative

framework can benefit communication audit inquiry by offsetting communication

apprehension among study participants, who may initially fear that report findings would

assess them in a negative light.

Specifically, formative leading provides three beneficial and congruent organizing

and communicating behaviors for VH: encouraging vision, communicating core values, and

developing teams.


Encouraging vision.

Leading formatively encourages organizations to envision that thriving supersedes

surviving because formative leading envisions an abundant versus an impoverished life

available to everyone (Brueggemann, 1999; Palmer, 1990). Organizations can create this new

reality by communicating (Conrad & Poole, 2005, pp. 9, 73; Hayakawa & Hayakawa, 1990)

core values and by developing teams.

Communicating core values.

Empowered teams need a safe and empathetic environment conducive to

communicating (Rogers, 1989), to identifying with their work and life direction, and to

facilitate feelings of connection. Such feelings can't be manufactured; hence, the tension

between the need to formally organize and create communication systems and the need to

allow for a degree of freedom for staff to interact casually and based on their own gifts.

Communication as dynamic and open means communicating is not linear, or sequential, but

often discursive, which can challenge and benefit organizations to succeed in a changing and

fast-paced climate (Conrad & Poole, 2005, p. 81). To communicate empathetically and

dynamically, organizations must intentionally communicate its core values to constituents.

Developing teams.

Leading formatively can benefit teams. Teams can succeed when they collaborate

and unify under a shared vision (Kouzes & Posner, 2007), and when they are aware of their

gifts and areas for growth. Such participatory decision-making (PDM) and awareness can

help teams communicate through conflict and transitions (e.g. new hires). Again, teams with

open and flexible communication can succeed in the changing and dynamic globalizing of

organizations (Conrad & Poole, 2005, p. 81). This open communication requires teams to

learn to organize and leaders to prepare systems and processes that will support rather than


hinder teamwork. The challenge here becomes to unify autonomous teams under VH’s

vision (anonymous, personal communication, November 10, 2009).

Furthermore, while communicating may occur, connectivity may not. Also, should

persons perceive their expression to be disagreeable, they may withdraw even though they

know they have access to management. This withdrawal can result in disenchanted

employees whose performance and motivation may decline (Cha & Edmondson, 2002). The

opportunity here becomes including feedback mechanisms in communication systems for

staff to engage and to resolve conflict based on their uniqueness and based on the

organization’s goals.

Other Interdisciplinary Perspectives

I include these additional interdisciplinary perspectives in this report’s framework:

1. Inquiry is central to developing teams. Dialogue and active listening humanizes

people (DeGraaf, Tilley, & Neal, 2004; Freire, 1993), acknowledging them as actors,

rather than as passive participants.

2. Perception is central to communicating and organizing (Conrad & Poole, 2005, pp.

3, 9, 41, 73). Team members who perceive self- and group-efficacy can better

perform.

3. Everyone is a leader given his and her potential, trait-based, and expressed gifts and

strengths (Kouzes & Posner, 2003a). Leadership involves relationships (Kouzes &

Posner, 2003a) and organizing behaviors that encourage people (Kouzes & Posner,

2003b) and unify teams under a shared vision or goal (Kouzes & Posner, 2007).

These contribute to a team identity and results.


Ethical Principles: Organizational Rhetoric

Organizations always communicate, and communication creates an organization,

which then influences people's choice-making behaviors (Conrad & Poole, 2005, pp. 3, 9).

This view assumes that the words organizations communicate reify, or make real, its vision

(Conrad & Poole, 2005, pp. 9, 73; Hayakawa & Hayakawa, 1990). This study also views

leadership as interconnected and alive (Wheatley, 2006), rather than an abstract or passive

noun. To point, organizations can communicate through multiple lenses (e.g. cultural,

political, organizational, emotional, physiological, rational, spiritual, Carey, 1999; Rosko,

2009, October 2), where these lenses’ inherent assumptions influence levels of trust (Covey,

2006), rapport, dialogue (Goleman, 1998) and collaboration (Ivancevich & Matteson, 2002).

In other words, an organization's rhetoric has ethical implications because organizational

communication directly influences people's life experiences.

Clarifying Keywords.

These ethical considerations clarify this report’s key words as follows:

• Collaborate: Working together under a shared vision or goal (versus compliance,

Ivancevich & Matteson, 2002)

• Empower: Perceiving and actualizing efficacy, or the ability to govern one's choices

and actions (Kouzes & Posner, 2007)

• Vision: Often future and change oriented, the overarching theme that informs

missions and goals (Kouzes & Posner, 2007; Yukl, 2006)

Self-organizing teams: Collaborative decision-making amongst team members were

each person contributes his and her strengths and ideas. This team model relies

heavily on interactivity and openly communicating, where "the end goal is a decision

whose spirit is implemented and upheld team-wide" (Klinemeier, 2009, August 3)


• Open communication: Communicating in word and deed with transparency, equal

access, and the willingness and capacity to flex with change (Conrad & Poole, 2005,

pp. 3, 9, 41, 73, 81)

• Formative leading: The vision behind transformation, formative leading is a process

by which persons becomes new and grow into their potential much as caterpillars

metamorphosize into butterflies. This leading approach values living by one's

perceived and given vocation, or calling, (Palmer, 1990; 1998). This model also

respects the whole person, or holism, as a process by which people heal so that they

can become new (Rosko, 2009, October 17). In other words, formative leading is a

journey toward wholeness.

I view "leading" and "communicating" as verbs done together: we co-lead and co-

communicate. These words better reflect the ongoing and active processes behind the terms

(Rosko, 2009, June 18). This word choice explains why I avoid using "communication" or

"leadership" when possible as these terms suggests passive nouns. I use "communication"

and "leadership" occasionally to avoid confusion.

Key Assumptions

Conrad and Poole (2005) underscore the value of uncovering assumptions and the

importance of critical thinking largely as they assume assumptions influence beliefs, which in

turn influence behavior, which then impacts people and organizations (pp. 38-43).

Ultimately, research can involve communicating perception, making the research task to

treasure hunt assumptions in order to discover something new and closer to the Truth

(Carey, 1999; Yukl, 2006). For example, formatively leading assumes communication's goal

is to choice- and vision- make, much as a treasure hunter seeks hidden treasures, and then

sells them to someone who will string the jewels together to create something new. The


goal of finding key assumptions is to inform the study’s methodology. Initial assumptions

include the following: people are social (and so need team building, feelings of connection);

people are broken sometimes (and so need developmental, healing, or therapeutic

opportunities), and people may fear communicating in social settings (and so organizations

must build and inquiry and feedback communicating methods to better serve their internal

constituents).

These assumptions mean that communicated organizational values (e.g. teamwork,

vision) can vary in effect on internal staff depending on the degree to which staff feel

connected to each other, to the overall organization, to the constituents they serve, to the

community, and to the organization’s vision depending on if staff perceive congruence with

their personal values and those of the organization's. Importantly, this report assumes that

while persons may feel excited or enthusiastic about an organizational vision, staff may

experience confusion or miss realizing their full potential should they perceive a lack of

connectedness to the organization's vision, management, team-members, and clients, and

should they perceive a lack of competency to communicate and contribute to their team.

PART III: REPORT METHODOLOGY AND FINDINGS

Methodology

This section explains how I conducted research for this report for VH.

Methodology, or the methods used to conduct the communication on it, maintain their own

frameworks and assumptions. This report relied on three main approaches: participant-

observation, survey questionnaires, and in-person one-on-one interviews. I used these

methods to assess internal and external communication at VH. This multifaceted approach

assessed enough themes to be credible (Yukl, 2006), while avoided burdening the

organization with a multitude of disruptive and distracting methods (Tourish & Hargie,


2000, p. 313). I emphasize keywords and themes to sense-make findings. I explain these

methods in greater detail as follows:

Participant Observation

I observed internal communication of VH staff in the office, during

program/administrative staff, manager, and all-staff meetings, during staff Bible study and

prayer, and in peer-to-peer interactions via internal communication channels (verbal

announcements, informal conversation, office documents, environmental displays). While

observing, I listened for repeated keywords and the level of disclosure that staff shared with

each other in order to assess employee understanding and belief in the organization's vision

and perceived levels of trust (Covey, 2006) and safety in their work environment. I also

observed by participating in these meetings by asking questions and presenting

communication audit updates. This participation allowed me to take ownership over my

chosen role and to show VH that I valued its work and hospitality. I detail participant

observations in the Report Findings section.

Survey Questionnaires

I created and utilized an online baseline and follow-up survey. The baseline survey

assessed staff and management perception of internal and external communication methods.

The follow-up survey will assess staff and management perception of my performance and

the report’s contribution to VH. I distributed these surveys via a third-party survey site that

recorded results anonymously of the following staff persons: 7 managers, 5 program staff,

and 1 administrative support staff for a total of 14 respondents. In keeping with the report

framework and VH’s existing communication methods, I opted for a positivist survey

approach, or one that explores the causal relationships between communicating, envisioning,

perception, and staff and organizational success.


I analyze content via frequency and phenomenology, or the meaning that

respondents associate with communication (Tourish & Hargie, 2000, p. 307), and via VH’s

themes (p. 313). I observed the frequency of communicating behaviors, areas of agreement

and disagreement, and included open-text responses to the lumen audit teams. I also

explored the meaning that participants attached to communication in this organization (e.g.

the value for transformation). I assessed survey findings by observing majority consensus

that gave a favorable, or assenting, responses. Likewise, I also observed majority or varied

consensus that voiced dissenting, or uncertain, responses. I interpreted majority consensus

responses as staff agreeing on their perception of the question item, thus indicating an

organizational strength, and interpreted varied consensus and dissenting responses as

indicating opportunities for growth. High consensus can signal that staff values or agrees

with internal communication methods, vision, and teamwork efficacy. Often, findings were

clear, with most staff agreeing or disagreeing with a question item universally.

I write in short form and highlight in the Report Findings section the perceived

strengths and potential areas of opportunity of communication channels via over-arching

themes. I include verbatim open text comments; though such comments had a fewer

response rate, they can illumine creative insight. I include question numbers in parentheses

should the reader want to reference the survey questionnaires in Appendices B and C.

For application, I cross-referenced survey findings with participant-observation and

one-on-one interview findings to confirm themes, to understand implications, and to suggest

recommendations. I identified three key themes with which to analyze survey results:

encouraging vision, communicating core values, and developing teams.


One-on-One In-Person Interviews

Interviews maintain a primary benefit as they are a personable and face-to-face social

approach and reflect the interactive and highly personal and social interactive nature of

communication. The interview method elicits new information and satisfies a human need

(Millar & Gallagher, 2000, p. 67). As such, the interview method distinguishes itself from

other methods, and I viewed it vital to employ this method to match the organization and

report's formative framework.

I conducted three (3) voluntary one-time interviews on two (2) separate days

(November 9 and 10, 2009) with managers one-on-one. I compared this small sample

results with the larger group's survey and my participant-observation findings to illumine

congruence, or agreement, between the organization's stated values (e.g., intentional

communication, anonymous, personal communication, November 3, 2009) with the

organization's supporting structures for communication and leadership behaviors. I

generated interview questions from the participant observations, the report’s formative

framework, VH’s stated vision, mission, and core values, my perception, and the survey

focus and findings.

I opened the interview by communicating my desire to establish rapport and trust,

and communicated my intent to put the interviewee at ease. During the interview, I

communicated the nature and purpose of the interaction and disclosed my method for

analyzing our conversation (via keywords and theme associations). I assured interviewees of

confidentiality (Millar & Gallagher, 2000, p. 79). This transparency added ethical value to

this method (p. 83). I prepared seven (7) theme-based questions in advance (p. 71), but

communicated the exploratory nature of the interview by emphasizing the importance of


asking open-ended and follow-up questions (p. 78). This exploratory approach freed

participants from conforming to my frame of reference (p. 78).

I took notes by hand during the interviews focusing on keywords and verbatim

phrases, and made regular eye contact to avoid giving the impression that I was self-

absorbed in my notes (Millar & Gallagher, 2000, p. 81). I sought social and cognitive closure

by thanking the interviewees at the close of the interview, wanting to be sure that the

interviewee left feeling more encouraged and appreciated than I found them (pp. 78-79). I

interpreted findings by first familiarizing myself with the data and categorizing and

connecting themes with survey and participant-observation findings (pp. 81-82). I relied on

these connections to inform recommendations (p. 83).

Mainly, the interview method is special because it embraces interpersonal storytelling

and incorporates the interaction to support VH’s and this report’s themes (Millar &

Gallagher, 2000, pp. 81-83). I desired that these interviews communicate to the organization

I valued their input and desired to foster relationships supportive to our shared goals in this

inquiry process. I include the interview questions in Appendix D. I detail interview results

in the following section.

Report Findings

Participant Observation Findings: External Communication Methods

Valuing communication and people.

VH responded well to its need for an external communication and donor relations

manager who networks face-to-face in local community meetings and events, and who takes

charge of marketing and branding. This manager has been responsible for assembling VH's

press kit, networking with local community members, planning development events, and

seeking creative and effective ways to establish long-term relationships with supporters.


Special events include the annual Bargain Bash (a garage sale of donated items), business

luncheons, a dessert auction, and the giving tree (Vision House, personal communication,

November 28, 2009). This manager enjoys speaking engagements, which provides balance

where other managers have other giftedness. This hire shows that VH values external

communication and people.

VH also utilizes social media to raise support (Vision House, personal

communication, November 25, 2009) by focusing on select and popular sites such as

Facebook, YouTube, Twitter, and Blogger (anonymous, personal communication,

November 10, 2009). This willingness to communicate via technology helps VH adapt to

changing and multifaceted trends in communicating its needs and vision in a timely and

accessible way to its external constituents.

VH emails newsletters to its supporters. For instance, VH emails monthly prayer

request letters (see Appendix H). This email quotes Isaiah 58:10 at the top, consistently

communicating internally (see Internal Communication Methods to follow) and externally with its

faith-inspired vision to give VH efforts to help others. These requests also indicated

openness, where some asked supporters to pray for challenges that staff faced in their lives

(Vision House, personal communication, December 4, 2009).

Developing community coalitions.

VH receives support from press and civic leaders. For instance, The Renton

Reporter (2008, October 11) reported VH's successful development event where VH raised

a significant sum of money via a dessert auction with support from local leaders such as

Renton technical College and classmates.com founder. A city council member publicizes his

support for VH (e.g., on Twitter and on his blog) and calls VH a "mainstay" for the city

(Zwicker, 2009, October 16). The city of Renton website includes VH in its housing


resources page (City of Renton, 2009). VH also receives support from area organizations to

build their current facility, which includes apartment housing, a child care center, and VH’s

headquarters. For example, the Masters Builders Care Foundation, Centex, Connor Homes,

the Seattle Seahawks, and local civic leaders all donated publicity, support, and services

(Build Jacob’s Well, 2009, August 26; Renton Reporter, 2009, January 17). Some of these

supportive organizations earned recognition for their volunteerism (CamWest, 2009; Connor

Homes, 2009; Hicks, 2009, June 29). Local businesses also invest in VH's vision (e.g., a local

company who purchased an auction item to feed the child care workers a breakfast on

December 9, 2009). The city of Renton agrees with VH concern for homelessness by

conducting regular night-walks to assess the state of homelessness in the city (Renton

Reporter, 2009, January 30). Also, in 2004 federal leaders visited VH to recognize VH's

efficacy to curb homelessness via its vision to empower persons to break the cycle of

homelessness through financial and family counseling, education, and a time bound stay

(Radford, 2004, July 30). Such recognition and support create a warm climate for VH to

communicate its vision and support needs to its external constituents.

Celebrating successes.

VH communicates successes and residence's stories to its supporters by receiving

resident permission and by changing resident's names for confidentially. For instance, one

resident suffered domestic violence and was addicted to drugs, but left that situation when

she feared for her and her son's life. Now, this person resides at VH and is studying to

become a nurse. She says,

Vision House has given me the opportunity to grow and heal and figure out who I

am, and who I can become. I’m learning every day to love and forgive myself. My

son is the best thing that ever happened to me and I will forever be grateful for the


opportunity to grow not only as a person, but as a mother. I’m going back to school

to be a nurse. I never would have had the confidence to do that before. (Vision

House, 2009b)

Such testimonies communicate to the community VH’s formative influence on people's lives

and can motivate the community to continue supporting VH’s efforts.

Participant Observation Findings: Internal Communication Methods

Program and administrative staff meeting on 11/03/09.

I observed internal communication during a program and administrative staff

meeting on November 3, 2009 in order to identify the communication methods that support

the survey and interview findings. A manager opened the staff meeting with requests for

prayer and thanksgiving for certain challenges staff were facing. The personal nature of

these requests suggested that VH acknowledges the connection with family and work and

genuinely cares for its staff.

Icebreaker theme.

Staff meetings are done over lunch brought by one staff person, and include an

icebreaker, a Bible study (see Appendix I), department updates, a group break-out session,

and close with prayer. The icebreakers were relations-oriented and asked the team to share

the one item in life they would not get rid of, why, and to explain what this said about them.

While listening to employee responses, a theme emerged: Each team member associated

their cherished item with childhood memories and/or a relative whom they admired. This

theme suggests team members rely on their family background to inform their choice to

work in this organization (a connection that can be explored given the organization's work

with homeless families who may not have items or extended relatives with whom to

associate positive pairings in their young or adult life).


Keyword themes.

Another manager led the Bible study (see Appendix I), carrying a Maxwell leadership

Bible. This manager directed staff to read certain passages, to break into teams of three, and

to discuss the purpose of this study tying in VH’s core values. During the breakout session

and return full group discussion, key words suggested core values for the organization:

intentional communication, teamwork, boldness, unity, vision, faith, desire, change, truth, safe environment,

commissioning, gifts, calling, and listening. These keywords suggest that certain staff understand

and communicate the organization's vision through various methods such as developing

gifts, growing in faith, perceiving one's calling, and collaborating with others for a common

goal.

Defining teams.

VH’s managers model organizational communication tactics for self-disclosure by

sharing prayer requests related to their life. The open sharing during the staff meeting

indicated high levels of trust between employees (Covey, 2006); however, I perceived a

degree of confusion over what defines and comprises a team when listening to my team

during the breakout session.

Meeting handouts.

A manager passed out the Bible study (see Appendix I) and teamwork handout to

staff, who were then divided into groups of three. This handout stated teamwork as a core

value of VH:

Teamwork: We value authentic leadership and intentional communication creating a

safe environment where individuals are empowered to use their calling, gifts, and

talents to work together toward our common goals (anonymous, personal

communication, November 3, 2009).


This hand out also included two Bible verses (Luke 10:1 and Matt. 18:20) that describe Jesus

asking his disciples, or followers, to work or pray in groups of two or three respectively. The

handout suggests VH values authenticity, given the handout asked teams to list examples of

their local leaders who are authentic, and to give an example of how VH leadership reflects

these examples. This handout suggests VH values formative leading by vocation, or one’s

calling, given the prompt asked teams to give an example where individuals are empowered

to use their calling, gifts, and talents to work together toward a common goal, and to

illustrate how this is modeled at VH. For example, staff collaborated at a retreat recently to

write VH's core values. Such collaboration empowers VH teams as they commit to fulfilling

the core values that they created. The manager who led the Bible study built a feedback

mechanism into these discussion prompts as each question asked participants to reflect on

VH leadership.

Department updates.

After the Bible study, each staff gave department updates that involved current job

openings, accounting, integrating new families into VH, maintenance, security, the volunteer

store, staff attendance, holiday events, meeting with local churches for a new project in

Shoreline, Wash., vacation schedules, holiday closures, and grants. Each employee seemed

at ease to openly state their concern or need, suggesting employees perceive a safe

environment to share information freely. One employee spoke a phrase of note, "passing

the baton to the community," which indicates staff values communicating externally to

extend core values of teamwork and vision, and understands VH’s vision and core values in

the first place.


Prayer.

The prayer was voluntary and open-ended, where participants could opt-in or –out

to pray their prayer at any time. Employees prayed for co-workers’ current life concerns, for

their work in each department, for energy, for guidance, and for wisdom during their busy

season and as they seek to launch a new project. Of note was one prayer request that quoted

verbatim a VH phrase "a place called home," suggesting that at least some employees

internalize and express their VH’s branding, vision, and core values.

Management meeting on 11/17/09.

I observed internal communication during a management meeting on November 17,

2009 in order to identify communication methods that support the survey and interview

findings. I perceive this meeting to keep on track with the organization's desire to

collaborate as a team under a shared vision to serve and transform families from

homelessness to empowerment. I observed management communicate empowerment

principles for self-organizing teams such as open inquiry, access (i.e. sharing department

findings via a presentation format and print and/or online materials of time bound strategies

for future goals), and reviewing findings before reaching consensus (Klinemeier, 2009,

February 9; August 3). Such self-organizing behaviors presented themselves in meeting

agenda, keywords, and verbatim statements made by staff. For example, this meeting

included a first-time effort for each manager to present a report for their respective

department. Managers covered the following main reports: program staff, budget,

development plan for the following year, the accreditation process for the childcare

program, healthcare coverage, personal health announcements, and prayer. Staff reported

on eight (8) topics as follows:


1. Healthcare insurance: This meeting occurred on the heels of unexpected staff

changes internally and the economic downturn externally. Such changes potentially

bring uncertainty in how VH will maintain its desired quality for clients and staff.

Managers presented a new healthcare option and invited fellow managers to

comment on their department needs and future goals in light of such changes, which

ultimately impacted the VH’s and staff’s budget. These managers stated the desire to

balance ongoing care and cost to both staff and the organization. This change item

fell on a deadline, which required management to come to agreement during this

meeting. Managers invited dissent and questions, which gave the presenters an

opportunity to clarify potentially confusing terms. Management stated concern over

their desire to be generous during an economic downturn in which they anticipated a

budget pitfall when they would need to make up for lost ground in the following

fiscal year. I heard verbatim praises from this meeting such as, "We need to

empower them to make the decisions we can move forward," "take it off-line" (i.e.

discusses issue further at another time), and, again, "move forward." I felt impressed

that the presenters asked for opposition, stating that dissent was the more important

feedback then agreement. This view suggests that VH enacts its core value for

intentional communication and empowerment, with both such values inviting

ownership via inquiry so that each decision-maker reaches consensus rather than

compliance. Such communication supports self-organizing team models (Conrad &

Poole, 2005, p. 130; Klinemeier, 2009, August 3). In this meeting, management

agreed on a healthcare option and decided to communicate their decision via a

memo to all staff.


2. Program staff: In 2009, VH staff attended a retreat where they collaborated and

communicated various issues. This manager's findings involved mainly relations-

and change-oriented leadership behaviors, again reflecting the VH’s vision and core

values. For instance, this manager emphasized stability (e.g., improving staff morale

to reduce turnover and a high turnover industry), collaboration (i.e., relationship

building with external agencies, staff field trips, external training opportunities for

professional growth and development, implementing a survey system, and coalition

meetings with the surrounding community), procuring resources (i.e., the need for a

volunteer or staff tech support and training), and maintaining a quality program for

families while staff underwent change (i.e., intentional communication, encouraging

clients, positive team work and communication, on-site counseling, continuing

education, and other opportunities to rejuvenate and transform lives). This manager

reframed hindrances as "speed bumps," and reminded fellow managers of the risk

involved in becoming "to internally focused if we are not out there pounding the

pavement" (anonymous, personal communication, November 17, 2009). Here this

manager referred to the need to build coalitions externally, and cautioned

management that sometimes "intention can be greater than what we do"

(anonymous, personal communication, November 17, 2009). This manager also

discerned an ethical concern to match the organization's intrinsic desire to form new

paths with their community and clients with its actions, where both the means and

ends reflect and support each other. Such ethical awareness requires maturity,

suggesting this manager perceived a safe environment to express such a concern in

the first place. Also, this manager communicated awareness of staff change in

preferences by updating the field trips to quarterly instead of monthly. Such


awareness reflects a dynamic quality in an organization that discerns and adapts to

change. Such adaptability can empower VH to thrive in internal (e.g. staff turnover)

and external (e.g. economic) changes.

3. Accounting: This manager reported on a current budgetary goal to improve internal

systems that document the three sources of income as a way to maintain integrity

and answer auditors. This process involved reviewing current systems and

implementing internal controls with timely decision-making to reconcile any possible

areas for opportunity that the current system may have. Such changes evoked

questions from some managers who were concerned how this process would impact

their budget. Managers used a healthy dose of humor and teasing to assuage tension

in the conversation, and assured that there would be more time to discuss the issue.

Also, this manager observed the need to understand and clarify "each other's

language" in terms of hard or soft costs, or what each person means when they bring

budgetary concerns to the discussion table.

4. Accreditation: A manager gave a PowerPoint presentation on the accreditation

process, and linked accreditation as an asset for VH stating such would improve staff

morale, competency, retention, credibility with families, and the organization's

overall reputation. Also, this presenter encouraged management that the

accreditation process itself would increase organizational excellence, reminding

management that "challenges avoid complacency" and that the organization

"requires excellence and does not accept mediocrity" (anonymous, personal

communication, November 17, 2009). This manager stated a desire to soften

language for staff, reflecting VH’s stated desire to balance excellence with relations-

oriented leadership behaviors such as encouragement and service. This manager


requested an improvement to external communication as adding an employment

page on the VH’s website given VH will need its childcare teaching staff to research

educational requirements and hiring candidates so that the organization can receive

accreditation. The presenter asked fellow managers to write their questions down

and ask at the end of her presentation, assuring them they would get to each of their

concerns. This presenter warned that the accreditation process would be difficult,

expensive, and time bound, but would be worth it in the end. Management

responded well to this presentation. For instance, another manager linked the

possibility for the organization to acquire more grants with the greater credibility that

accreditation would bestow.

5. Development plan, donor base, and church coalitions: A manager presented a

development plan for 2010, which included updating fellow staff on the current

marketplace and reminding management of their assets. "All aspects of fund raising

ultimately involve talking and interacting with people," this manager said, reflecting

the organization's value for relations-oriented leading behaviors (personal

communication, November 17, 2009). This manager affirmed that VH has talented

teams and so have high trust in each other because staff "are professional and know

what to do" (anonymous, personal communication, November 17, 2009). This team

awareness recognized management for what they are doing right. Such recognition

reflects the VH's core value for service and intentional communication as celebrating

success can encourage staff. The organization also values initiative, where this

manager explored new markets and methods for development, recognizing the need

to improve system capacity to handle an envisioned increase in donor base. Such

anticipated changes suggest this manager envisions a bright future for the


organization and desires to implement the structure now to handle the increase in

donor relations. This manager stated again the priority for relationships with

donors. "Relationships are priority over transactions" and "if we manage the

relationships well, the money will follow," this manager said (anonymous, personal

communication, November 17, 2009). This manager also presented a new project

called Jacob's Well, where VH seeks to work with area churches in Shoreline, Wash.

to build another facility. This manager communicated feeling "encouraged" with the

coalition support from area churches and called these coalitions "friends of the

ministry" (anonymous, personal communication, November 17, 2009). This

manager also clarified goals by stating, "Don't confuse productivity with activity"

(anonymous, personal communication, November 17, 2009). Here, this manager

again reflected VH’s value for intentional communication, teamwork, and formation

by desiring to empower community partners to own the work. Overall, this manager

stated the desire to "honor the mission and to honor the Lord" by relations-oriented

communication with supporters in the organizations development plan (anonymous,

personal communication, November 17, 2009).

6. Staff and program support: I observed a recurring theme in this report: managers

from stated a need to give time to new employees to learn their tasks, to invite

volunteers (e.g., to install security cameras to me a grand requirement), to make time

for existing volunteers (e.g., a company that volunteered to make breakfast for the

childcare staff), and the desire for professional certification or training for staff

members as a way to increase the organization's credibility and staff growth and

satisfaction. In other words, this theme reflects VH’s ongoing desire to develop and

grow people as its primary precious resource.


7. Personal announcements and team support: I felt impressed with the support

managers gave each other professionally and personally. For example, one manager

stated "we're here to serve" (anonymous, personal communication, November 17,

2009), and encouraged staff to communicate openly regarding personal challenges so

they know they are not alone. Management also invited persons facing life

challenges to ask for help and stated a willingness to carry out tasks as needed. "We

are not above emotion," one manager said (anonymous, personal communication,

November 17, 2009), suggesting management understands the holistic paradigm

behind formative leadership (Rosko, 2009, October 17), a paradigm that includes

emotion as one valid way of perceiving and knowing (Goleman, 1998). This value

for the whole person can benefit team performance and intelligence (Goleman,

1998). In short, I appreciated VH’s open and caring climate during these

announcements.

8. Management department summary: This summary concluded the meeting with

management agreeing on a day to prepare their executive summary report for the all-

staff meeting on December 1, 2009, and to prepare human resources, maintenance,

and office management reports for the next management meeting. This meeting

ended as it began, in prayer. Managers volunteered to pray, and prayed for God's

presence, wisdom, and guidance so that they could better serve VH’s clients. These

prayers reflected management's heart to honor God by empowering each other and

their clients to succeed in work and in life. In the end, managers agreed that this

new reporting process benefited them and VH as they learned each others' learning

style, and were able to communicate time-bound strategies and benefits for their

respective departmental needs. Managers also agreed to update each other and all


staff on their progress on a quarterly basis, expressing such communication would

"keep people accountable" and motivated (anonymous, personal communication,

November 17, 2009). As this meeting went over time 30 minutes, management

agreed to discuss their book study (i.e. The 21 irrefutable laws of leadership by John

Maxwell).

Overall, managers demonstrated capacity to clarify, to dissent, to reach consensus, to

present, and to communicate concern and regard for each other and for their work in a

timely and detailed fashion during this management meeting.

Program, administrative, and management staff meeting on 12/01/09.

I observed internal communication during the program, administrative, and

management staff meeting on December 1, 2009 in order to identify communication

methods that support the survey and interview findings.

Inviting prayer, study, reflection, and voice.

I perceived this meeting to continue with VH’s desire to communicate its core values

and faith-based mission to its internal constituents. For example, I observed management

communicate appreciation for staff (e.g., birthday cards, a lasagna lunch, and inviting all staff

to read out loud their note on a thank you card for a manager who celebrated a five year

anniversary with VH). During this meeting, management included a Bible study on prayer as

a process of confession, adoration, praise, thanksgiving, dedicated action, and request (see

Appendix I). A manager invited all staff to participate by reading portions of Scripture and

from the Bible study handout, and then invited staff to pray silently or verbally following

each section.


Mission and core value tie-in.

The meeting presenter associated this study with the organization's mission to reach

out to the homeless community by their deeds and prayers, emphasizing the hand out’s

concluding quote that "authentic prayer is a source of courage and productivity"

(anonymous, personal communication, November 3, 2009). The presenter also related to

study to the organization's core values, which emphasize Christ-centered integrity, helping

and service, citing Scripture as a guiding principle for both (i.e., Isaiah 58:10-12).

Management asked staff to honor it’s core value for servant leadership by parking on the

street or in locations farther away from constituent residences after learning that one

resident had to walk with her groceries and children a longer distance than desired from her

apartment.

Building rapport with fun events.

I observed VH's value for integrating fun into its work. For instance, this meeting

opened with the usual icebreaker (this time the icebreaker asked staff to describe their

favorite Christmas carol and holiday food). Also, staff planned and volunteered for events

for two events: the upcoming Christmas party on December 17, 2009, where management

shows appreciation to staff by giving them two hours of paid time to shop for the holidays,

and then all staff regroup to share lunch and "secret Santa" gifts at a local restaurant; and, a

volunteer breakfast for child care staff on December 9, 2009, which a local company

purchased at an auction to support VH.

Department and staff awareness.

Staff gave executive summaries that they had reported on November 17, 2009, and

passed out a document with results summaries from each department for later review. Staff

gave department updates, which included comments on the "seamless" transition of a new


hire and personal updates on health and family life. VH included me in these department

updates by allowing me to present a gift of appreciation to VH for its support of

collaboration during this process and to update staff on the report status. A manager invited

me to close in prayer as I was a guest, which I did, again appreciating the personal and

interactive nature of participant-observation.

Meeting analysis.

Overall, I found the staff meetings to encourage inquiry, which resulted in

attentiveness, awareness, and regard for each person's contribution to VH. I found this

communicated internal regard to support VH's core values for helping and service.

Environmental observations: Display art.

Environments can communicate an organization's value for its vision and

constituents. This interpretive approach focuses on symbolic aspects (i.e. art) of

organizational life, and assumes that people rely on symbols to sense-make their experiences

in organizations (Trujillo, 1992, p. 352). This approach emphasizes organizations as

subjective and meaning-making enterprises, viewing organization's diversity as dynamic, and

assumes that organizations exist as complex, interactive, and discursive ways (Trujillo, 1992,

p. 352). VH’s environment's display communicates its vision internally and externally. For

instance, beautiful murals of music instruments and symbols comprises the walls of the

dining and cafeteria area, which hosts the afterschool program for children up to ages 12,

and VH’s meetings, Bible studies, and prayer times. One manager said it's important for

homeless children to see art because they may not be exposed to the arts and culture in their

environments (anonymous, personal communication, November 9, 2009). The lobby

displayed two large photo albums for visitors to view images of VH families and events, and

volunteers decorated the lobby with a Christmas tree and candles. The childcare center also


had murals painted in each room, and the entryways of the administration office and the

childcare center showcased framed photos and bio statements of staff. The interior

decorating matched the colors and themes painted and displayed in each of the offices.

Overall, VH’s environment gives an aesthetically welcoming and warm feel.

Leadership training.

VH trains both program and management staff with leadership principles at staff

meetings and retreats. Core values and leadership principles are in program and

management staff handouts at meetings, openly dialogued at these meetings, and the vision

and mission statement are displayed in a frame in the main office.

Internal documents.

I assessed the following internal communication documents: SOAR process (Stavros,

Hinrichs, & Hammond, 2009), VH Mission, Core Values and Statement of Faith, Human Resources

Evaluation, 360 Peer Evaluation, Evaluation Goals and Objectives, and a PowerPoint presentation

(i.e. on accreditation) to identify associations with VH stated desire to communicate

intentionally and to empower staff via it’s core values. I include some of these files in

Appendices E-H.

Of note, VH Mission and Vision statements, Core Values, and Statement of Faith

documents include the logo, keywords, and a brief explanation, as follows:

Mission and vision statements.

• Mission Statement: “We follow our Lord and Savior Jesus Christ in working with

the poor and homeless to promote positive transformation of their lives”

(anonymous, personal communication, November 10, 2009).

• Vision Statement: “Our vision is to eradicate homelessness by being a progressive,

Christ-centered model providing quality housing with healing and support services


that radically transform lives while inspiring and empowering others to replicate that

model worldwide” (anonymous, personal communication, November 10, 2009).

Core values.

VH has five (5) core values:

• Christ-Centered Integrity: “We value honesty, perseverance, courage, spiritual

growth, and forgiveness based on biblical principles” (anonymous, personal


• Helping and Service: “We value advancing an organization of service to address the

issues surrounding homelessness, poverty and abuse” (anonymous, personal


• Achievement: “We value a passionate, competent team and encourage a high level

of personal and professional growth and satisfaction” (anonymous, personal


• Respect: “We value family and community, and embrace diversity as we maintain

the integrity of our mission based on biblical standards” (anonymous, personal


• Teamwork: “We value authentic leadership and intentional communication creating

a safe environment where individuals are empowered to use their calling, gifts and

talents to work together toward our common goals” (anonymous, personal


Statement of faith.

The Statement of Faith lists seven (7) of VH’s following beliefs in

1. the triune God,

2. the human and divine nature and mission of Jesus Christ,


3. the inerrant and formative power of the holy Scriptures,

4. the imago dei, or God likeness, inherent in human identity,

5. the mission of the Holy Spirit,

6. the unity and reconciliatory purpose of the Judeo-Christian Church,

7. and in Jesus Christ's future return and resurrection of the dead.

These beliefs inform VH's mission, vision, and core values, and generate intrinsic motivation

for staff to connect communicating social change and healing in the community with their

core faith. As such, VH embraces communicating spirituality in the workplace as a

necessary and central guiding force behind their work.

Evaluations.

The 360 Peer Evaluation allows staff to evaluate their manager based on leadership

principles and major skill groups. This evaluation assesses these major skill groups:

• Work quality

• Leadership

• Teamwork

• Ability to take direction from supervisor

• Technical knowledge of the field

• Task management and scheduling

• Initiative

• Productivity

• Innovation and creativity

• Adaptability and versatility

• Communication


• Interpersonal relations

• Integrity

This evaluation assesses these leadership behaviors:

• Empowering employees to do their jobs

• Looking for ways to improve programs

• Effectively using diverse talents of employees

• Demonstrating concern for balancing work and family

• Actively pursuing client satisfaction

• Delegating authority appropriately

• Making decisions quickly and effectively

• Maintains high ethical standards

• Treating employees respectfully

• “Walking the talk” (acts consistently with the things they say)

• Creating a work climate that expects excellence

• Responding to issues in a timely manner

• Acting with integrity and respect for clients, employees, and communities in which

VH does business

• Displaying Christian character in leadership

• Fulfills responsibility and shares and encourages use of resources for the betterment

of VH

• Fosters a good working relationship via positive demeanor & communication to

other department managers


One manager adapted the SOAR Process (Stavros, Hinrichs, & Hammond, 2009) in the

Evaluation Goals and Objectives document (Appendix G). SOAR is an acronym that stands for

Strengths, Opportunities, Aspirations, Results (Stavros, et. al, 2009). This document explains the

process as a positive approach to motivate teams to act on their strengths and aspirations as

a way to generate organizational results. Each team must share with the group their SOAR

process (Stavros, et. al, 2009), or what they view as their strengths, opportunities, aspirations

and results. The results will be shared in the form of an outline of what teams plan to

accomplish for 2010 and explain how they will reach these goals. In other words, SOAR

(Stavros, et. al, 2009) represents a decision-making process that assumes intrinsic motivation

(i.e. aspirations and strengths) provides the heartbeat by which persons successfully seize

opportunities and produce results for themselves and their organization.

Document analysis.

Overall, these documents support the organization's vision for empowerment and

formative leading by organizing feedback and decision-making processes.

Survey Questionnaire Findings

I developed a survey instrument consisting of multiple choice matrix, agree/disagree

scale, yes or no, and free form text questions which included a comment line for each

question to assess staff perception of VH’s capacity to encourage vision, formatively lead,

and develop teams internally and externally. I delivered the survey online, and completion of

the questionnaire was strictly voluntary. A total of 11 surveys were returned for a 78.6%

participation rate. The survey asked participants to identify their primary constituent group

to ensure that a cross section of participants responded. Appendix A provides a summary of

survey findings. Appendices B and C include the baseline and follow-up questionnaires

respectively.


I round percentages to the nearest tenth decimal. The primary constituent groups

represented were All Departments (18.2%), Counseling (18.2%), Administration (9.1%),

Development (18.2%), Family Support (9.1%), Accounting (9.1%), Executive (9.1%), and

"women in transitional housing" (9.1%). These groups represent program (including 1

administrative staff) and management staff. None of the childcare staff were surveyed at

this time. I detail survey findings as follows:

External communication methods.

Perceived strengths:

• Clarity of vision (questions 1-5, 7-8)

• Community support (questions 18-21)

• Efficacy to receive donations (question 9)

Potential areas of opportunity:

• Search Engine Marketing (SEM)

• Economic concerns

• Branding (questions 15, 16, 22)

Top three (3) methods perceived as beneficial (question 23):

1. Interpersonal relationships (26.7%)

2. Special events (26.7%)

3. Website (10%)

Volunteer/Grassroots (10%)

Direct Mailings (10%)

Desire for more frequent external communication methods with percentage indicating the

respondents who selected "not enough" (question 24):


• Website(s) (22%)

• Interaction with Constituents (22%)

• Phone inquiries (12%)

• Follow-up surveys (12%)

• Coalition/Supporter Meetings (12%)

I compared these results with the yes/no questions (26-29) for consistency.

External survey analysis.

Respondents indicated a desire for more interaction with family and interpersonal

relationships. Respondents also indicated that special events, interpersonal relationships, and

a tie between Web, direct mailing, and volunteers are VH's most beneficial external

communication methods.

Internal communication methods.

Perceived strengths:

• Open communication (questions 1-5, 8-9)

• Faith-based activities (question 5)

• Clarity of vision (question 6)

• Intrinsic motivation (questions 7, 10)

• Ownership (question 17)

• Supportive relationship(s) (question 18)

• Fair evaluation (questions 22, 26)

• Connectivity with own team (question 28)

Potential areas of opportunity:


• Staff contribution to display art (question 12)

• Connection with entire staff (questions 14, 15)

• Recognition (question 16)

• Refreshment/recharging opportunities in meetings question (19)

• Communicating with confidence (questions 20, 21)

• Conflict resolution (question 23)

• Regular performance feedback (question 27)

• More face-to-face (questions 32-34)

• Crisis management and intervention training (question 34)

• Training with like-minded agency (question 34)

• More fun and casual communication (questions 29, 32)

Frequency of informational updates and meetings.

The survey asked respondents to provide an opinion on the frequency of

informational updates and specific meeting types. Eleven (11) of fourteen (14), or 78.6%,

responses generated an "Adequate" response percentage of 75% or above, while the "Too

many" column had only two items with a response rate of 11% or less. As such, I focused

on the top five (5) selected internal communication methods from the "Not enough"

column to assess desired internal communication frequency. This question assessed

frequency via the "not enough" answer (question 29). In order of rank, with one (1)

garnering the highest response rate (percentages in parentheses):

1. Fun staff events (50%)

2. Team-building opportunities (45%)


3. Communication training (44%)

4. No agenda meetings (20%)

5. Prayer meetings (11%)

These responses suggest the program/administrative and management staff desire relations-

oriented internal communication methods that allow for open communication, expression of

faith, training in teamwork and communication, and a casual and fun atmosphere. The latter

desire can reflect staff’s need for refreshment from the stress involved in this line of work.

These top five methods can also assist with team-building.

The survey also assessed estimated hours per internal communication method

(question 32). This question asked respondents to provide an estimate on the time in hours

they invested each week per internal communication method. I noted responses that

seemed too little or in excess (0-1 hours and 5-10 hours respectively). No respondents

selected 10+ hours. I compared these findings with respondents' open text responses that

desired more face-to-face, casual, therapeutic, and open communication. This comparison

helps me to analyze on a deeper level what I perceive respondents to want (i.e., more or less

time invested in each application method), which I designate as "Contingency."

Respondents indicated “too many” informational e-mails (63% and 18% for 1-5 and

5-10 hours respectively). Respondents indicated “too little” (in order of highest percentage):

1. Communication training (100% for 0-1 hours)

2. Fun staff events (100% for 0-1 hours)

3. Prayer meetings (90% and 9% for 0-1 and 1-5 hours respectively)

4. Bible studies (88% and 11% for 0-1 and 1-5 hours respectively)

5. Team-building opportunities (80% and 20% for 0-1 and 1-5 hours respectively)


Contingency.

Grapevine, or informal and casual communication, represented the most even split

of all frequency findings (40%, 50%, and 10% for 0-1, 1-5, and 5-10 hours respectively),

suggesting that staff desire more of the following: fun staff events, team-building

opportunities, communication training, no agenda meetings, and prayer meetings (question

29). This consistency indicates an opportunity for growth.

Training opportunities.

Sixty-three and six-tenths percent (63.6%) of staff indicated they have trained staff,

reflecting the management sample in the study. Thirty-six and four-tenths percent (36.4%)

of respondents indicated they have not trained staff, suggesting a potential area for

opportunity for staff to feel empowered and learn desired leadership, communication, and

team-building skills and behaviors.

Responses indicate a need for increase in frequency of communication training and

team-building opportunities. The top three requested internal communication methods were

as follows: fun staff events (50%), team-building opportunities (45%), and communication

training (44%). These results co-related with the aforementioned frequency findings. For

example, responses indicate too much time invested in emailing, and too little time with in-

person and faith-based communication (e.g., prayer, Bible studies, and fun staff events).

Open responses.

Open responses included the following keywords and phrases: face-to-face, come together,

constructive conversation, ask questions, open communication, peer enrichment and growth, foster honesty and

truth, building relationships, community, developing relationships, life-changing, transforming, group

interaction. These open responses agreed with other findings that suggest staff agree with


VH’s communicated core values and formative leading mission, but desire more connectivity

and understanding of team dynamics.

Specifically, three (3) open text responses asked the following questions:

“What suggestions do you have for improving the Internal Communication methods used in

Department XYZ?” (question 33).

1. Less emails and more face to face.

2. Have more frequent non-agenda staff meetings where program and or management

teams can come together to discuss various things or ask questions. Staff meetings

are great for this but they are just a bit too formal and time structured to invite

random and constructive conversation.

3. My primary suggestion is with the monthly staff meeting with the entire staff team. I

come away from the meetings feeling dry, unenthused, and not connected to the

team. By the very programmatic structure, the meeting fosters mechanical thought

and containment, the opposite to the desired effect. I believe by providing

opportunity for open communication that comes out of the heart and not the head

that this meeting could be a profound opportunity for peer enrichment and growth.

It comes as well, with the environmental construct in interoffice culture. There are

ways to foster honesty and truth within our staff team that works out of each

individual’s beauty and brokenness.

“What training opportunities would you like to see at Department XYZ?” (question 34).

1. This is difficult as I believe that we are always striving to grow professionally. For me

personally I know that I would benefit from learning more about the technology that

is available for our use whether that is our donor data base to even some of the


advanced uses of the Microsoft suite. This is basic, but it is the first thing that came

to my mind.

2. Specifically with the program staff, I would like to have more training in crisis

management and intervention, but I don't know if this is what you mean by training.

As far as staff communications, I would like to see more team development training,

specifically creating a space for honesty and living out of individual potential.

3. Opportunities for training with other agency like ours. To see different view points

and ideas for working with clients.

“In what way do you most want to contribute to Department XYZ's vision?” (question 35).

1. I love building relationships with the community that partners with us to work

towards our vision.

2. At the moment, I am excited about the opportunity to develop relationships with

other agencies, out of interest for better serving our clients and also creating a voice

for Vision House in the social services community. I'm also fairly good with group

interaction in a therapeutic sense, and I believe I would have something to offer the

staff in this realm. Lastly, I want to work for the clients, developing relationships

with them and providing opportunities that are hopefully life changing.

3. Transforming the clients’ lives.

These open text responses suggest staff links its vision with a desire for more opportunities

for learning, coalition building, crisis and intervention management, honest sharing, healing,

truth telling, and developing life changing and formative relationships. Question 35 suggests

a respondent identifies with advocacy, or being "a voice for Vision House in the social

services community." As such, recommendations can involve designing team models that


address the whole person and integrate relations-oriented behaviors to communicate VH's

vision internally and externally (e.g., empowerment vs. advocacy).

Interview Findings

I interviewed three managers for this report. I chose interviewees based on my

impression of manager’s influence, frequency in contact, and communication design with

program/administrative staff. While this sample may not generalize to VH’s program and

staff, I conducted these interviews to compare findings with survey and participant-

observation results in order to assess the degree to which VH’s communicated vision and

mission coalesced with the remaining staff.

Manager #1.

This manager's behavior involved making contacts with the external community via

face-to-face interactions and presentations at local community and VH events. The

following keywords were assessed in this interview: influence, inspire, collaboration, community,

gifts, open, flexible, honest, humility, trust, healing, face-to-face, patience, grace, recognition, listening, help,

and give. The following verbatim phrases were assessed in this interview:

4. "Make a difference in people's lives and community."

5. "Share the message of hope."

6. "Inspire people to work together."

7. "Communicate goals with the community."

8. "Inspire others to collaborate and make a difference in their community and world."

9. "Helping people to live their best life."

10. Staff "giving beyond themselves."

I noted some comments to relate to collaboration and open communication. For instance:

4. On collaboration: "Continue working on being a team and supporting each other."


5. On open communication: "[I] can change gears quickly if want and need to" and

"[I’m] open to healing and moving forward in relationships."

Manager #2.

This manager's behavior involves communicating with staff to help them to realize

their potential and helping VH to focus and clarify its core values, vision statement, and

strategic planning. The following keywords were observed in this interview: gifts-based,

potential, identity, discernment, people-driven, change, safety, generosity, servant, leadership, learning,

cohesion, gracious, humble, accountability, process, community, values, focus, and congruence. The

following verbatim phrases were assessed in this interview:

• "I like to be a place of safety for people."

• "Narrow-in on the values important to people."

• "Help people to realize their potential."

• "Be accepting of what I don't see."

• "Manage change so that we stay together."

• "Processing identity as congruence with values."

• "Make a stronger community."

• "Take responsibility for who we are and what we bring."

• "A gracious organization full of people who do their best to leave their mark with

honesty and integrity."

• "Raise awareness."

Manager #3.

This manager's behavior involves communicating with staff to ensure they have all

resources available to do their work, and communicating with community externally as a


spokesperson for the organization. I observed the following keywords in this interview:

commitment, talent, dedication, energizing, encouraging, smart, passion, goals, families, peers, capable, serve,

and group. I assessed the following verbatim phrases in this interview:

• "I believe the staff is satisfied as peers versus subordinates because they are smart

and capable leaders."

• "I want the organization to continue in my absence someday."

• "My original calling was to reach out to homeless moms and kids because their

stories affect me the most deeply. Now my calling focuses on staff."

• "I want to be sure that the staff have all resources they need to do the job."

• "Staff are smart people whose conversation share their interest, passion, and goals."

• VH is a "group effort."

• "I want the families to continue to be served."

Integration

I cross-reference participant-observations, surveys, and interviews in order to assess

the degree to which internal communication methods supports VH’s vision. I integrated all

ways of knowing and all resources available to me to communicate the means and outcome

of this study. For instance, I met in person, conversed over e-mail, passed out business

cards, networked on Facebook and LinkedIn, and relied on prayer and perception to discern

findings. I also integrated creativity in this study by photographing VH staff at work

(Figures 1.1, 1.2). Mainly, I assessed findings via seeking larger themes, noting that the three

managers’ phrases and keywords agreed in this report’s themes: encouraging vision, leading

formatively, communicating core values, developing teams, and valuing people. Notably,

this agreement between management, staff, and VH vision indicates that people create


organizations as people communicate and organize, where the structures organized and

methods communicated in turn create the organization and influence its constituents in kind.

PART IV: IMPLICATIONS AND RECOMMENDATIONS

Implications

These findings imply that community organizations succeed when they value leading

formatively, communicating core values, and developing teams internally and externally, and

so in form recommendations for VH.

Congruent Communication

VH draws on faith-based inspired intrinsic motivation (e.g., including prayer and

Bible studies in its leadership training), and incorporates these guiding principles in their core

values. Collaborative communication permeates each of VH internal communication

methods studied. When beliefs become habits, they become ingrained into an organizational

culture, a powerful and socializing context that motivates people to behave in certain ways

(Conrad & Poole, 2005, pp. 9, 150). For instance, VH's regular practice of implementing

envisioning and collaboration into its internal and external communication methods only

supports its vision to work with community to break the cycle of homelessness. Leadership

values displayed and communicated reinforce VH's vision, making the organizational

rhetoric match and inform the organizational behavior. As such, VH's internal and external

communication matches its stated and behaved vision for its community.

Developing Individuals, Teams, and Rapport

VH program and administrative staff seemed to enjoy an approachable relationship

with management, and understand the organization's vision and core values. This is due in

part as staff members participated in a retreat where they collaborated to create the core

values. While respondents recognized VH provides team and communication training,


finding suggests a large portion of staff want more. Also, respondents indicated a desire for

VH informal opportunities for connecting internally such as having fun events, no agenda

meetings, and more one-on-one developmental or therapeutic interactions. This desire is

understandable given the nature of VH's work, where staff experience a degree of stress

given the community service and crisis intervening nature of their work. Further, the staff

seemed highly interpersonal, intelligent, educated, artistic, skilled in their job, caring, and

expressive with their desire to connect with their team, community, and to serve VH

constituents. Such sensitivity and passion needs refreshment periodically, especially given a

life changing nature of their work. Perhaps this is why respondents indicated they valued

casual conversation at work. Responses suggest that formal training works best for

relations-oriented leadership behaviors and for areas in which staff perceive a lack of

capacity or understanding (e.g., communication and teamwork). Otherwise, a more open-

ended and casual climate is desired.

Understanding Constituent Perspectives and Motivation

These findings imply it necessary to take on the point of view of the staff,

community, civic servants, culture, organizations, and ethicists to better understand the inner

and outer workings of community service organizations. For instance, from a staff

perspective, VH values leading formatively, delivering results, communicating core values,

encouraging vision, and developing teams. From a civic perspective, politicians can hinder

or help community organizations by creating a system in which neighbors work together to

foster positive social change. A cultural perspective relies on assumptions that can value

certain ways of knowing over others (Carey, 1999; Rosko, 2009, October 2), which can

engender cultures of fear or abundance (Brueggemann, 1999), where only those seemingly

few risk takers will choose leave the comfort zone of their salaried jobs to realize a vision


(e.g., creating a not-for-profit community organization, Block, 2002). A corporate

perspective can share the vision for social change can support these community

organizations with finances and volunteers. An ethical perspective can rely on a virtue-based

approach that defines organizational communication via a relations-lens (Barry & Shaw,

2007) that discovers core values. In each of these cases, I learned it primary to understand

each internal and external participant's communicated motivation to engage with VH.

Adapting to Change

Lastly, I perceive VH as aware of internal and external change's impact on its vision,

services, and staff. Whether these changes be internal staff turnover, life or health

challenges, the economy, or the accreditation process, each of these changes evokes a degree

of uncertainty as they require persons to respond and adapt to something new. On this

point, I felt encouraged to hear two managers remind staff that perceived problems are an

"opportunity and not a problem" (anonymous, personal communication, November 3, 2009)

instead of trying to manage certainty by avoidance (Bradac, 2001). This mindset empowers

VH staff to jump on change as a springboard opportunity to envision the future positively

and to continue acting on the vision that they pursue (Kouzes & Posner, 2007). Such

envisioning encourages these leaders to lead with confidence and to engage (instead of

withdraw) in times of uncertainty. This envisioning can empower VH to exercise creativity,

and reminds VH to include wellness and therapeutic communication methods in their

organizational structure (e.g., externally with healthcare insurance and an employee

assistance program, and internally with team-building initiatives and an on location counselor

or life coach).


Implication Analysis

Overall, VH consistently and intentionally communicates its core values value for

leading formatively in its community for life change by empowering lives to its internal and

external constituents, where ultimately they aligned communicated values with their actions.

Recommendations

I recommend opportunities for growth based on the organization’s description,

participant-observations, interview and survey findings, and implications. I want VH to be

free to implement, adjust, or reject recommendations per their perceived needs and desires

for growth. First, VH can continue in its strengths by nurturing positive relations with its

external community, by communicating its core values, and by leading formatively. VH can

grow by developing a team model to empower its internal staff through collaborative,

training, fun, casual, faith-based, development, and refreshment opportunities. For example,

VH can implement a mentor program for residents and staff persons alike, pairing each

person with community members who share interest and experience in certain careers

(Kevane, 1994), life experiences, or who share a desire for personal development. I

recommend VH consider the following areas to develop:

Training

VH can continue its value for empowering staff to succeed by giving them these

training resources:

• Team: Define what a team is, choosing a team model that works best for the

organization and staff, and opportunities for each staff person to lead based on their

giftedness.

• Communication: Reach consensus to conversation, working through

communication apprehension, and resolving conflict.


Formative Leading

VH can continue its value for formative leading via transformation by these

additional measures:

• Team-building: Facilitate opportunities for organization-wide staff and

departments to come together to get to know each other, to have fun.

• Healing and growth: Life-coaching and employee assistance programs.

• Efficacy and awareness: Integrate personality and gifts profile findings with

internal communication structure.

• Collaboration and service: Mentoring opportunities for volunteers and staff (i.e.,

giving interested staff in all positions opportunities to mentor a volunteer).

• Connectivity: Host special events around the holidays or regular events such as

afterschool programs for administrative and management staff to interact with VH

families. Include this as part of their work in their schedule. This will satisfied the

desire for greater interaction with families.

• Formal and informal recognition: Create ways for teams to recognize each

other’s contribution.

Empowerment

VH can continue its value for empowerment by adopting these suggestions:

• Self-managed teams: Teach participatory-decision making skills.

• Peer evaluation: Add a 360 peer evaluation for program, administrative, and

childcare staff to value a leadership principles and major skill sets among each other.

This task recognizes the leadership potential in each staff person.


• Self evaluation: Allow staff to evaluate themselves at least annually. This task

requires staff to identify their desired contribution to VH.

Regeneration and Refreshment

VH can continue its value for healing and transformation with these

recommendations:

1. Enjoyment: Fun events inside and outside of work.

2. Open communication: No agenda/open-conversation meetings (maybe better to

avoid the word "meetings")

3. Reconciliation: Conflict resolution approaches that value restoration and invite

involvement (vs. withdrawal).

4. Recognition and celebrating success: Rewards system that includes benefit options

for life coaching or guidance counseling should a staff member deemed necessary,

and celebrates successes (e.g., employee anniversaries with VH).

External Communication

VH can embolden its external communication methods in these ways:

• Branding: Collaborate with staff and the Communication and Donor Relations

manager to design branding (just as at the prior retreat staff collaborated for core

values). This collaboration will give a sense of ownership over VH's vision as

symbolized in its logo and marketing materials that VH uses to communicate to

external constituents.

• Search engine optimization: Assign a person to investigate search engine

optimization (SEO) and its salience to your organization.


• Social media: Continue promotion on current social media outlets. Train staff on

technical computing skills, and invite staff to follow and VH on these networks.

Staff can spread the word to their friends and family online.

Communication Apprehension

VH can continue its willingness to address challenges in a straightforward and caring

manner by responding to communication apprehension in these ways:

• Clarify: Clarify roles, behaviors, and expectations by training staff on

communication and team models.

• Embrace dissent: Continue to welcome dissent. Address communication

apprehension by inquiring how staff define a safe environment for communicating

new ideas or were potentially unfavorable news. Studies suggest that when dissent

can save organizations from costly external mistakes when management welcomes

and responds to unfavorable news from staff (Conrad & Poole, 2005, p. 255;

Distelhorst, 2007).

• Address concerns: Address external concerns such as the economy, realizing these

concerns can impact staff perception of safety. Address internal concerns such as

health.

• Support: Provide a point-person whom staff know they can come see it at any time

with any concern and not those concerns are strictly confidential, and/or hire an in-

house counselor or life-Coach who will work with staff. Integrate supportive

communication as a core value in VH’s team model.

• Benefits: Include employee wellness measures in healthcare benefits.


• Feedback: Create a feedback system that allows staff to express their concerns with

someone they trust.

• Appreciate: Continue appreciative inquiry (e.g., personality and gift profiles, one-on-

one meetings, employee self-reviews and goal setting) to help each staff person learn

their "language" and vocation as ways to encourage intrinsic motivation and team

communication. This inquiry encourages people who experience ownership, and so

feel more in control of their situation and confident in their work.

Intentional Communication

VH can continue its value for communicating intentionally in these ways:

• Teamwork: Choose a team model. Learn communication methods for self-

organizing teams.

• Faith: Continue to incorporate faith-based values and biblical study from a

communication perspective at staff meetings

• Decision-making: Continue to learn and utilize decision-making models that assist

staff at all levels to identify their core values and vision so that they know how to

define the decision to be made.

• Awareness: Continue to give management, program, and administrative staff

opportunities to present their departmental results, actions, strategies, and concerns.

• Feedback: Implement a feedback system for child care staff to communicate with its

designated management, and interact with the entire staff, to reflect the

organization's desire for unifying under their shared vision. This recommendation

can offset the tendency for varying departments to focus departmentally inward and

so perceive themselves as separate from each other, and can avoid the child care staff

and office staff from feeling ostracized from each other.


• Evaluation: Integrate this feedback system into existing communication structures

(e.g. one-on-one evaluations, self-evaluations, peer-to-peer evaluations, staff

meetings, all staff meetings, and internal and external special events).

• Casual Conversation: VH can integrate more casual conversation with less formal

structures (e.g., no agenda talks, create a staff lounge, café, or study area, and add a

bulletin board posting for staff).

Helping and Service

VH can continue its value for service and helping in these ways:

• Support: Continue to state support, to invite dissent, and to pray for each other, the

external community, and clients.

• Shadowing: Plan an annual day where staff can shadow each other doing their

various roles.

• Training: Annually (1 day) allow each team member to train team members on their

work. This suggestion can be integrated into staff retreats, and be a way to empower

each team person to showcase her and his strengths. This recommendation also can

reduce uncertainty amid internal staff changes, and give the awareness needed for

staff to fill in and delegate tasks as needed should emergencies arise.

• Task-sharing: Continue to share additional tasks (e.g. cleaning the kitchen).

• Fellowship: Continue to cook and bring food for each other at staff meetings.

Community Coalitions

Coalitions are as partnerships, only with organizations instead of two people. VH

can build community coalitions via these recommendations:


• Access: Provide open access for internal staff to the external marketing material.

Offer budget statement and other relevant financial documents online to enhance

community perception of organization credibility and integrity.

• Human resources: Create a page online for posting employment opportunities and

accepting applications.

• Participation: Encouraging internal staff to attend special events, community

networking opportunities.

• Associations: Encourage staff to join associations given their specialties (e.g. crisis

communication, human resources, etc.). Some associations cost money, so this

option may be included in their reward package. Such interactions may satisfy a need

to connect professionally and internally with people.

• Research: Research organizations locally, nationwide and internationally who share

similar themes and core values as VH, and contact those who may be interested in

forming a coalition. Coalitions can expand the pool of supporters and provide

learning opportunities (e.g., attending conferences together). Research online to find

organizations with like-minded core values for empowerment and formative leading.

• Learning: Attend conferences that match VH themes (e.g., social change, public

policy, formative leadership, value-based communication, team designs).

• Donor base: Invite first-time donors to volunteer on location with special events

(e.g., serving breakfast or childcare employees).

• Mentorships: Create a mentor program where volunteers and donors can work with

children in the afterschool program, or parents. This mentor program can invite a

variety of fields and disciplines such as life coaching, writing, math, and can draw on


many like-minded organizations (e.g., the school districts, churches, and area

businesses) who have people eager to share their gifts as a way to empower others.

• Feedback: Create an inquiry system for seeking feedback from the community. The

system can include surveys to assess the community's perception and/or of VH's

vision and community presence, can involve networking with local clubs and

organizations, and can involve liaison work with local government. Create interview

questions ahead of time for persons who embark on such networking missions so

that findings can be somewhat consistent and focused. Also create e-mail templates

that identify VH, VH's core values and vision, and invite a coalition.

• Shadowing: Create "staff-swap" or shadowing opportunities for a specified amount

of time (e.g., one day) within these networking relationships, whether with local

churches or community service organizations. This type of networking allows for

liaison work, can create future hiring opportunities, and can generate word-of-mouth

about VH and new ideas for growth.

Innovation

VH can continue to communicate creatively in these ways:

• Exploring client niches: Tap new resources and opportunities to collaborate with

other agencies with like-minded or similar visions (e.g., an issue on my radar is the

link between human trafficking and orphans with transitional housing as a possible

opportunity, see Appendix J for a link list).

• Research: Research leadership and organizational communication models for self-

organizing teams, empowerment, inquiry, coalition building and networking,

grassroots development, and decision-making processes. Research these models via


their keywords online. Such research can empower VH with dynamic information

and provide VH with potential partnerships with the sources.

Addressing Staff Concerns

VH can respond to survey staff’s concerns in these ways:

• Collaboration: Present communication audit findings to management and invite

them to collaborate for recommendations during a managers and all-staff meeting.

• Invitation: Allow each department lead to present communication audit findings

with chosen recommendations to all staff and allow staff members to contribute

recommendations.

• Respond: Implement at least one (1) staff recommendation (e.g., involving teams,

fun, casual communication, and connectivity).

Faith-Based Tie-In

VH can continue to rely on the faith of its constituents to guide its core values,

vision, and communicated words and behaviors. "A person has joy in an apt answer, and

how delightful is a timely word!" (Prov. 15:23), "Like apples of gold in settings of silver are

words spoken in right circumstances" (Prov. 25:11), where "a good word makes the heart

glad" (Prov. 12:25b), satisfies (Prov. 18:20), and leads to success (Prov. 15:22). In other

words, timely, appropriate, wise and good advice cheers and leads to success in even the

tangible. To that end, VH can continue to speak its message of formation, or growing to

become someone new, to its internal and external constituents. VH can keep relying on its

faith to inform its core values and vision for transforming lives, where “anyone in Christ is a

new creation” (2 Cor. 5:17) and has an abundant life available to them (John 10:10). Such

promises can impart hope and encourage staff and clients as they work together to grow and

heal persons experiencing crises (e.g., homelessness, illness, etc.).


Recommendation Analysis

Overall, VH exercises strength in communicating its core values and vision, in staff

support of vision, in staff’s intrinsic motivation and genuine concern for their work, in VH’s

supportive climate (especially when crises arise), and by VH’s willingness and intentionality

in designing internal and external communication systems to support the aforementioned

actions. VH can pursue growth by training staff on communication (e.g., crises response,

team, conflict resolution, and casual conversation), by developing teams (e.g., choosing a

team models and processes such as participatory decision making, or PDM), and by

providing opportunities for refreshment (e.g., casual conversation, guidance and

encouragement opportunities, and fun).

VH can be free to select, adjust, and implement these aforementioned

recommendations to suit its needs and goals.

PART V: SUGGESTIONS FOR FUTURE RESEARCH AND REPORT

PRESENTATION

Suggestions for Future Research

Follow-Up

Conrad and Poole (2005) and Yukl (2006) agree that current leadership research

lacks follow-up as one way to validate findings often limited by one research tool (e.g. case

study or survey only). I have scheduled a follow-up with VH to measure their perceived

satisfaction and efficacy of the study's findings and salience to their work and my work ethic

during the process. An immediate follow-up communication survey can measure the

perceived efficacy of this communication audit process as a way to help both VH and me to

continue to learn from the audit process and as a way to measure my relations-oriented

communicating behaviors. A 3-6 month follow-up survey and/or interview can assess the


degree to which this report, its findings, and recommendations benefited VH. Such inquiry

can benefit VH by giving them the opportunity to measure success of the

recommendation(s) that they elect to implement, and the opportunity to adjust should they

wish to do something new, a goal in research (Jackson & Parry, 2008). Seeking feedback can

increase research efficacy and credibility (Yukl, 2006) as follow-up reflects the ongoing

change and collaboration needed to assess organization's communication impact on

organizational success, and rejects a tendency to justify organizational communication based

on past findings or behaviors (Tourish & Hargie, 2000, p. 294).

Testable Hypothesis

To that end, this audit can constitute sound research practices and inform a research

hypothesis. Future research can test my hypothesis that organizations succeed when they

encourage vision, communicate core values, lead formatively, and develop teams.

Proposal

Lastly, I perceive community coalitions and team unity to rank high among external

and internal communication channels respectively. As an unofficial mentor used to say,

"Involvement brings commitment." I assume people want to feel connected, and this

relations-oriented desire can trump practical or economic concerns. I suggest VH

specifically, and future research in general, consider researching new development models or

frameworks that communicate and normalize behavior in organizations by caring for the

whole person. For example, such research can examine the economics behind abundance

and scarcity (e.g., Brueggemann, 1999), and test if abundant mindsets lead to a willingness to

form, to communicate, and to collaborate. Research can then test if this development

approach supports organizational success in dynamic, stressful, and changing environments


in which they operate. To assist with research, I include a Recommended Reading list of salient

sources in Appendix K.

Overall, I found report findings to be consistent with initial assumptions. I

encourage VH to continue valuing communication inquiry as a way to grow.

Presenting the Report

From the start I presented this study as an opportunity for both organization and

myself to learn strategic organizational communication, and linked communication with

organizational success. I plan to present this report digitally online and via a spiral bound

book for VH to keep, and a potential update or presentation to VH staff.

Conclusion

Organizations can learn from VH’s diligence to communicate intentionally, to

empower staff, and to regard its clients by adopting similar motivations and organizing

communication methods in kind, where such communicating behaviors can empower

organizations to succeed in realizing their goals. VH equates encouraging vision,

communicating core values, leading formatively, and developing teams with success, where

they reflect their value for each in their internal and external communication methods. VH

can continue exercising these strengths and choose to develop these key areas: training

opportunities for teams to communicate, to organize together, to heal, to grow, and to relax

and have fun on occasion. Such recommendations can empower VH, an already dynamic

organization, to thrive in change and to move ahead towards its vision to create positive

social change by eradicating homelessness one life and one family at a time.

End of Report


References

Allender, D. (1999). The healing path: How the hurts in your past can lead you to a more abundant life.

Colorado Springs: WaterBrook.

Barry, V., & Shaw, W.H. (2007). Moral issues in business. Normative theory of ethics. Belmont,

CA: Thomson Wadsworth.

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Appendix A: Program and Management Staff Summary Survey Results

1. Please select your primary constituent group (i.e. group you serve):

All Departments 18.18% 2

Administration 9.09%

1

Special Events 0.00% 0

Counseling 18.18% 2

Procurement 0.00% 0

Maintenance 0.00% 0

Internet Technology 0.00% 0

Computing 0.00% 0

Help Desk 0.00% 0

Development 18.18% 2

Research 0.00% 0

Public Relations 0.00% 0

Grant Writing 0.00% 0

Community Liaison 0.00% 0

Staff Support 0.00% 0

Family Support 9.09% 1

Marketing 0.00% 0

Accounting 9.09% 1

Executive 9.09% 1

“women in translational housing” 9.09% 1


Number of respondents 11

Number or respondents who skipped this question 0

2. Please select your staff team.

Program staff 45.45% 5

Management 54.55% 6



External Communication Methods:

1. Department XYZ press coverage communicates our vision accurately.

Strongly Disagree 0.00% 0

Disagree 0.00% 0

Undecided 0.00% 0

Agree 45.45% 5

Strongly Agree 54.55% 6



2. Department XYZ website communicates our vision effectively.


Disagree 0.00% 0

Undecided 9.09% 1

Agree 54.55% 6





3. Special events communicate Department XYZ's vision clearly to the

community.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 63.64% 7




4. I look forward to special events.


Disagree 0.00% 0

Undecided 9.09% 1

Agree 54.55% 6




5. Social media (Facebook, YouTube, Blogger, Twitter, Flickr) communicate

Department XYZ’s vision effectively.


Disagree 0.00% 0

Undecided 18.18% 2


Agree 63.64% 7




6. Department XYZ’s microblog (Twitter) submits relevant newsfeeds.


Disagree 0.00% 0

Undecided 70.00% 7

Agree 20.00% 2




7. The press kit communicates Department XYZ’s vision clearly.


Disagree 0.00% 0

Undecided 50.00% 5

Agree 30.00% 3




8. I feel confident the community understands Department XYZ’s vision.


Disagree 0.00% 0


Undecided 9.09% 1

Agree 54.55% 6




9. Department XYZ receives donations directly from external communication

methods.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 70.00% 7




10. I worry that economic concerns will negatively impact development.


Disagree 9.09% 1

Undecided 9.09% 1

Agree 54.55% 6





11. Department XYZ utilizes search engine marketing.


Disagree 11.11% 1

Undecided 22.22% 2

Agree 55.56% 5




12. I feel comfortable using computers.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 54.55% 6




13. I feel comfortable using the Internet.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 45.45% 5





14. I like social media.


Disagree 0.00% 0

Undecided 27.27% 3

Agree 72.73% 8




15. Department XYZ's logo effectively communicates our vision.


Disagree 9.09% 1

Undecided 36.36% 4

Agree 54.55% 6




16. I like Department XYZ’s logo.


Disagree 0.00% 0

Undecided 27.27% 3

Agree 63.64% 7





17. I feel excited to talk to people about Department XYZ’s vision.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 54.55% 6




18. The community supports Department XYZ’s vision.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 63.64% 7




19. Civic leaders support Department XYZ’s vision.


Disagree 0.00% 0

Undecided 9.09% 1

Agree 81.82% 9





20. The press supports Department XYZ’s vision.


Disagree 0.00% 0

Undecided 18.18% 2

Agree 72.73% 8




21. The community supports Department XYZ’s vision.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 90.00% 9




22. Department XYZ's logo effectively communicates our vision.


Disagree 20.00% 2

Undecided 30.00% 3


Agree 50.00% 5




23. Please select only the top three (3) External Communication methods you

find most beneficial to Department XYZ:

Press kit 3.33% 1

Website 10.00% 3

Social Media 3.33% 1

Special events 26.67% 8

Direct mailings 10.00% 3

Volunteer/Grassroots 10.00% 3

Thank you cards 6.67% 2

Interpersonal relationships 26.67% 8

Follow-up Surveys 0.00% 0

“Genuine relationships with

individuals in the community” 3.33% 1




24. Please select the box that best describes your opinion about the

frequency of the following External Communication methods at Department

XYZ (blank cells indicate 0% or 0 responses):

A number of Too many Adequate Not enough TotalResponses

Press releases 100% (8) 8Blogs (Blogger, YouTube) 88% (8) 11% (1) 9Microblogs (i.e. status newsfeeds) 22% (2) 77% (7) 9Social Networking sites 11% (1) 77% (7) 11% (1) 9

Website(s) 77% (7) 22% (2) 9Newsletters 90% (9) 10% (1) 10Email inquiries 100% (8) 8Phone inquiries 87% (7) 12% (1) 8Follow-up surveys 12% (1) 75% (6) 12% (1) 8Coalition/Supporter meetings 87% (7) 12% (1) 8Community prayer meetings 100% (9) 9Volunteer/Grassroots meetings 100% (9) 9Interaction with constituents 77% (7) 22% (2) 9

Number of Respondents 10


25. I have participated with special events.

Yes 90.91% 10

No 9.09% 1



26. I have responded to inquiries from prospective supporters.

Yes 81.82% 9

No 18.18% 2




27. I have mentored volunteers.

Yes 63.64% 7

No 36.36% 4



28. I follow at least one (1) of Department XYZ’s social media sites.

Yes 81.82% 9

No 18.18% 2



29. I have met constituents whom Department XYZ serves within the last

week.

Yes 72.73% 8

No 27.27% 3




Internal Communication Methods

1. I can ask questions at work.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 36.36% 4




2. Department XYZ encourages me to share opinions.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 45.45% 5




3. I can communicate openly.


Disagree 0.00% 0

Undecided 9.09% 1

Agree 45.45% 5





4. I can communicate issues related to my work freely.


Disagree 9.09% 1

Undecided 0.00% 0

Agree 36.36% 4




5. Department XYZ invited prayer at any time at work.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 54.55% 6




6. Staff meetings communicate Department XYZ's vision effectively.


Disagree 18.18% 2

Undecided 9.09% 1

Agree 54.55% 6





7. I can share my vision for my work at staff meetings.


Disagree 9.09% 1

Undecided 27.27% 3

Agree 45.45% 5




8. I can share concerns at one-on-one meetings.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 54.55% 6




9. Department XYZ invites to express my ideas.


Disagree 0.00% 0

Undecided 18.18% 2


Agree 36.36% 4




10. I can share my vision for my work at one-on-one meetings.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 45.45% 5




11. Management communicates regularly with staff.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 63.64% 7




12. I feel inspired by the wall art in Department XYZ.


Disagree 0.00% 0


Undecided 72.73% 8

Agree 18.18% 2




13. I find casual (i.e. informal) conversation benefits my work.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 50.00% 5




14. I feel connected to Department XYZ’s entire staff.


Disagree 18.18% 2

Undecided 36.36% 4

Agree 36.36% 4




15. I feel part of a team.



Disagree 0.00% 0

Undecided 9.09% 1

Agree 54.55% 6




16. I feel appreciated in my work.


Disagree 0.00% 0

Undecided 18.18% 2

Agree 36.36% 4




17. I contribute to Department XYZ’s vision.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 54.55% 6




18. I feel supported by at least one (1) person in Department XYZ.



Disagree 0.00% 0

Undecided 0.00% 0

Agree 27.27% 3




19. I feel refreshed after staff meetings.


Disagree 9.09% 1

Undecided 36.36% 4

Agree 45.45% 5




20. I feel apprehensive to communicate at staff meetings.


Disagree 40.00% 4

Undecided 40.00% 4

Agree 0.00% 0





21. I look forward to my one-on-one meetings with management.


Disagree 0.00% 0

Undecided 27.27% 3

Agree 45.45% 5




22. Department XYZ evaluates my performance fairly.


Disagree 0.00% 0

Undecided 9.09% 1

Agree 54.55% 6




23. Department XYZ resolves conflict effectively.


Disagree 0.00% 0

Undecided 36.36% 4

Agree 45.45% 5





24. I find management approachable.


Disagree 0.00% 0

Undecided 9.09% 1

Agree 54.55% 6




25. Department XYZ values teamwork.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 27.27% 3




26. I participate in evaluating my performance.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 36.36% 4





27. Management gives me regular feedback about my performance.


Disagree 0.00% 0

Undecided 18.18% 2

Agree 54.55% 6




28. I feel connected to my team.


Disagree 0.00% 0

Undecided 0.00% 0

Agree 72.73% 8





29. Please select the box that best describes your opinion on the

frequency of the following Internal Communication methods (blank cells

indicate 0% or 0 responses):

Method Too many Adequate Not enough TotalResponses

Informational emails 100% (10) 10Prayer meetings 88% (8) 11% (1) 9Staff meetings 9% (1) 90% (10) 11One-on-one meetings 100% (11) 11No agenda meetings 80% (8) 20% (2) 10Communication meetings 100% (9) 9Grapevine communication 100% (9) 9Bulletin board postings 75% (6) 25% (2) 8Intra-web discussion board postings

100% (5) 5

IRC (Internet Relay Chat) 83% (5) 16% (1) 6

Team-building opportunities 54% (6) 45% (5) 11Bible studies 90% (10) 9% (1) 11Communication training 11% (1) 44% (4) 44% (4) 9Fun staff events 50% (5) 50% (5) 10



30. I have trained staff.

Yes 63.64%

7

No 36.36%

4




31. I have met with my lead/managemen t in the last week.

Yes 90.91% 10

No 9.09% 1



32. Please select the box that represents the amount of time in

hours you estimate investing each week per Internal Communication

method (blank cells indicate 0% or 0 responses) :

Method 0-1 1-5 5-10 10+ Total Responses

Informational emails 18% (2) 63% (7) 18% (2) 11Prayer meetings 90% (10) 9% (1) 11Staff meetings 18% (2) 81% (9) 11One-on-one meetings 83% (10) 16% (1) 11No agenda meetings 83% (10) 16% (1) 11Grapevine communication 40% (4) 50% (5) 10% (1) 10Bulletin board postings 100% (9) 9Intra-web discussion board postings

100% (8) 8

IRC (Internet Relay Chat) 100% (8) 8Team-building opportunities 80% (8) 20% (2) 10Bible studies 88% (8) 11% (1) 9Communication training 100% (9) 9Fun staff events 100% (9) 9




33. What suggestions do you have for improving the Internal

Communication methods used in Department XYZ(write in response)?

1. Less emails and more face to face.

2. Have more frequent non-agenda staff meetings where program and or

management teams can come together to discuss various things or ask

questions. Staff meetings are great for this but they are just a bit too formal and

time structured to invite random and constructive conversation.

3. My primary suggestion is with the monthly staff meeting with the entire

staff team. I come away from the meetings feeling dry, unenthused, and not

connected to the team. By the very programmatic structure, the meeting fosters

mechanical thought and containment, the opposite to the desired effect. I

believe by providing opportunity for open communication that comes out of

the heart and not the head that this meeting could be a profound opportunity

for peer enrichment and growth. In comes as well, with the environmental

construct in interoffice culture. There are ways to foster honesty and truth

within our staff team that works out of each individual’s beauty and brokenness.

Icebreakers and bible studies are stepping in the right direction, an attempt and

building something, but there is so much more potential.

4. None




34. What training opportunities would you like to see at Department

XYZ?

• This is difficult as I believe that we are always striving to grow professionally. For

me personally I know that I would benefit from learning more about the technology that is

available for our use whether that is our donor data base to even some of the advanced uses

of the Microsoft suite - this is basic, but it is the first thing that came to my mind.

• Specifically with the program staff, I would like to have more training in crisis

management and intervention, but I don't know if this is what you mean by training. As far

as staff communications, I would like to see more team development training, specifically

creating a space for honesty and living out of individual potential.

• Opportunities for training with other agency like ours. To see different view points

and ideas for working with clients.



35. In what way do you most want to contribute to Department XYZ's

vision?

1. I love building relationships with the community that partners with us to work

towards our vision.

2. At the moment, I am excited about the opportunity to develop relationships with

other agencies, out of interest for better serving our clients and also creating a voice for

Vision House in the social services community. I'm also fairly good with group interaction in

a therapeutic sense, and i believe I would have something to offer the staff in this realm.

Lastly, I want to work for the clients, developing relationships with them and providing


opportunities that are hopefully life changing.

3. Transforming the clients’ lives.




Appendix B: Baseline Communication Questionnaire

The survey questionnaire comprises part of a communication audit process in order to better

understand the effectiveness of various communication practices used by Department XYZ.

Please read each question and rate your level of agreement with that statement. Using the

scale provided, simply circle the number that most closely represents your opinion. You are

encouraged to use "Comments" line to expand on or clarify your responses.

Time estimate: 45 minutes.

Be assured that these responses are voluntary and confidential, and that your name will not

be associated with the findings. You do not have to fill out any questions you do not wish to and

are free to stop taking the survey at any time.


Department Information

Please indicate with an “X” your primary constituent group (i.e. group you serve):

All Departments

AdministrationSpecial EventsCounselingProcurementMaintenanceInternet TechnologyComputingHelp DeskDevelopmentResearchPublic RelationsGrant WritingCommunity LiaisonStaff SupportFamily SupportMarketingAccountingExecutiveOther (Please specify)

Please indicate with an “X” your staff team:

Executive

Other (Please specify)


External Communication Methods

External communication methods are the means that Department XYZ uses to

communicate with constituents outside of Department XYZ.

• Department XYZ press coverage communicates our vision accurately.

Strongly Disagree

Disagree Neutral Agree Strongly Agree

1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• Department XYZ website communicates our vision effectively.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• Special events communicate Department XYZ's vision clearly to the community.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I look forward to special events.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


• Social media (Facebook, YouTube, Blogger, Twitter, Flickr) communicate Department

XYZ’s vision effectively.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• Department XYZ’s microblog (Twitter) submits relevant newsfeeds.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• The press kit communicates Department XYZ’s vision clearly.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I feel confident the community understands Department XYZ’s vision.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


• Department XYZ receives donations directly from external communication methods.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I worry that economic concerns will negatively impact development.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• Department XYZ utilizes search engine marketing.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I feel comfortable using computers.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I feel comfortable using the Internet.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


• I like social media.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• Department XYZ's logo effectively communicates our vision.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I like Department XYZ’s logo.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I feel excited to talk to people about Department XYZ’s vision.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• The community supports Department XYZ’s vision.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


• Civic leaders support Department XYZ’s vision.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I communicate with the constituents Department XYZ serves.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

Please write the numerical value in order of preference for the top three (3) External

Communication methods you find most beneficial to Department XYZ:

Press kit

Website

Social Media

Special events

Direct mailings


Please place an "X" in the box that best describes your opinion about the frequency of the

following External Communication methods at Department XYZ:

A number of Too many Adequate Not enoughSpecial eventsPress releasesBlogs (Blogger, YouTube)Microblogs (i.e. status newsfeeds)Social Networking sites

Website(s)NewslettersEmail inquiriesPhone inquiriesFollow-up surveysCoalition/Supporter meetingsCommunity prayer meetingsVolunteer/Grassroots meetingsInteraction with constituents

Please circle indicating “Yes” or “No:”

I have participated with special events. Y/N

I have responded to inquiries from prospective supporters. Y/N

I have mentored volunteers. Y/N

I follow at least one (1) of Department XYZ’s social media sites. Y/N

I have met constituents whom Department XYZ serves in the last week. Y/N


Internal Communication Methods

Internal communication methods are those means that Department XYZ uses to

communicate with constituents inside Department XYZ.

• I can ask questions at work.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• Department XYZ encourages me to share opinions.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I can communicate openly.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I can communicate issues related to my work freely.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


• Department XYZ invites prayer at any time at work.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• Staff meetings communicate Department XYZ's vision effectively.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I can share my vision for my work at staff meetings.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I can share concerns at one-on-one meetings.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• Department XYZ invites to express my ideas.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


• I can share my vision for my work at one-on-one meetings.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• Management communicates regularly with staff.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I feel inspired by the wall art in Department XYZ.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I find grapevine communication (i.e. informal) benefits my work.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I feel connected to Department XYZ’s entire staff.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


• I feel part of a team.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I feel appreciated in my work.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I contribute to Department XYZ’s vision.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I feel supported by at least one (1) person in Department XYZ.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I feel refreshed after staff meetings.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


• I feel apprehensive to communicate at staff meetings.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I look forward to my one-on-one meetings with management.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• Management encourages me to communicate openly at staff meetings.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• Department XYZ evaluates my performance fairly.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• Department XYZ resolves conflict effectively.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


• I find management approachable.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• Department XYZ values teamwork.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I participate in evaluating my performance.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• Management gives me regular feedback about my performance.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

• I feel connected to my team.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


Please place an "X" in the box that best describes your opinion on the frequency of the

following Internal Communication methods:

Method Too many Adequate Not enough

Informational emailsPrayer meetingsStaff meetingsOne-on-one meetingsNo agenda meetingsCommunication meetingsGrapevine communicationBulletin board postingsIntra-web discussion board postingsIRC (Internet Relay Chat)

Team-building opportunitiesBible studiesCommunication trainingFun staff events


I have trained staff. Y/N

I have met with my lead/management in the last week. Y/N


Please indicate with an “X” the amount of time you estimate investing each week per

Internal Communication method:

Method 0-1 1-5 5-10 10+Informational emailsPrayer meetingsStaff meetingsOne-on-one meetingsNo agenda meetingsGrapevine communicationBulletin board postingsIntra-web discussion board postingsIRC (Internet Relay Chat)Team-building opportunitiesBible studiesCommunication trainingFun staff events

Please answer the open-ended questions below. Be free to answer or to not answer any

questions below.

1. What suggestions do you have for improving the Internal Communication methods used in

Department XYZ?

2. What training opportunities would you like to see at Department XYZ?

3. In what way do you most want to contribute to Department XYZ's vision?


Thank you for taking time to complete this questionnaire.

End of Audit Survey Questionnaire


Appendix C: Follow-Up Communication Questionnaire

I plan to submit this follow-up survey to VH after I present this report’s findings to them at

a yet-to-be-determined date. The follow-up survey reads as follows:

The follow-up survey questionnaire comprises part of a communication audit process in

order to better understand the effectiveness of various communication practices used by the audit

practitioner.

Please read each question and rate your level of agreement with that statement. Using the

scale provided, simply circle the number that most closely represents your opinion. You are

encouraged to use "Comments" line to expand on or clarify your responses.

Time estimate: 15-25 minutes.

Be assured that these responses are voluntary and confidential, and that your name will not

be associated with the findings. You do not have to fill out any questions you do not wish to and

are free to stop taking the survey at any time.


Please indicate with an “X” your primary constituent group (i.e. group you serve):

All Departments

AdministrationSpecial EventsCounselingProcurementMaintenanceInternet TechnologyComputingHelp DeskDevelopmentResearchPublic RelationsGrant WritingCommunity LiaisonStaff SupportFamily SupportMarketingAccountingExecutiveOther (Please specify)


1. The communication audit benefited my work.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

2. The communication audit was an effective use of time.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

3. The communication audit consultant put me at ease.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

4. The survey questionnaires gave clear instructions.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

5. The survey questions related to my work.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


6. The communication audit distracted me from my work.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

7. The communication audit consultant responded promptly to my inquiries.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

8. The survey questions were clear.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

9. I want to read the final communication audit report.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

10. I found the audit process informative.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


11. I plan to address at least one (1) survey finding.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

12. The audit practitioner was friendly.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

13. I felt valued as a communication audit participant.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

14. I found the audit practitioner trustworthy.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

15. I understand why Department XYZ was conducting a communication audit.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


16. I'm likely to participate in a communication audit in the future.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

17. I feel more connected to staff due to the communication audit process.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

18. I am more aware of Department XYZ's communication methods from the communication

audit process.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

19. I contributed to the communication audit process.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


20. I better understand my work due to the communication audit process.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

21. Internal communication correlates to Department XYZ's team success.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

22. The audit process was a good use of time overall.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

23. I feel more excited about my contribution due to the communication audit process.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

24. Communication correlates to Department XYZ's success.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


25. I plan to implement at least one (1) audit recommendation.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

26. I found the online survey easy to navigate.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

27. I prefer paper surveys.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

28. The communication audit helped me to better understand Department XYZ's vision.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________

29. I want to hear a presentation of the final communication audit report.

Strongly Disagree


1 2 3 4 5

Comments:___________________________________________________________________________________________________________________


Please place an "X" in the box that best describes your opinion on the frequency of the

following Communication Audit methods during the communication audit process:

Method Too many Adequate Not enough Informational emailsPractitioner participation in staff meetingsPractitioner attendance at meetingsOne-on-one interviewsCasual communicationFocus groupsPractitioner observation on locationSurveysPractitioner attendance at special eventsPhone callsText messagesFollow-upPractitioner presentations to staff


Please indicate with an “X” the amount of time you estimate investing each week for this

Communication Audit:

A number of 0-1 1-5 5-10 10+Informational emailsPrayer meetingsStaff meetingsOne-on-one interviewsCasual communicationIntra-web discussion board postingsIRC (Internet Relay Chat)Initial Survey QuestionnaireFollow-Up Survey QuestionnairePhone callsText messagesSocial media postingsResearchingCompiling requested information


I have read the communication audit report. Y/N

I have access to the communication audit report. Y/N

I have participated in a Communication Audit before. Y/N

I have met the audit consultant. Y/N

Please answer the open-ended questions below. Be free to answer or not answer any

questions below.

1. What suggestions do you have for the Communication Audit Consultant to improve the

communication audit process?

2. What did you like the most about the Communication Audit process?

3. In what ways do you want to see the Communication Audit process benefit Department

XYZ?


Thank you for taking time to complete this questionnaire. Your participation and

input are valued!

End of Audit Survey Questionnaire Follow-Up


Appendix D: Interview Questions

1. What is your vision in your work at Vision House (VH)?

2. What do you like about the Communication/Not-for-profit field?

3. What do you enjoy about working in a community organization in general, and VH specifically?

4. What communication methods do you like best at VH (internal w/staff and external)?

5. What do you consider your calling to be?

6. What life legacy do you want to leave (including your work at VH)?

7. If there is one area of growth you'd like for yourself at VH, what would it be?


Appendix E: Vision House Mission, Vision, and Faith Statement with Core Values

Mission Statement

Our mission is to follow our Lord and Savior Jesus Christ in working with the poor

and homeless to promote positive transformation of their lives. Vision House operates on

Christian principles and beliefs, serving all people in crisis and does not discriminate against

housing applicants based on race, color, religion, national origin, gender, age, familial status,

sexual orientation, or physical or mental disability.

Vision Statement

Our vision is to eradicate homelessness by being a progressive, Christ-centered

model providing quality housing with healing and support services that radically transform

lives while inspiring and empowering others to replicate that model worldwide.

Statement of Faith

• We believe In God, Creator and Lord of the Universe, the co-eternal triune God: Father,

Son and Holy Spirit.

• We believe that Jesus Christ, God’s Son, was conceived by the Holy Spirit, born of the

virgin Mary and lived a sinless life. He died on the cross, removing our guilt and

reconciling us to God. He rose bodily from the dead and ascended into heaven where

He is the only mediator between God and man.

• We believe the Bible to be the inspired, the only infallible, authoritative Word of God,

that all Scripture is inspired by God and is profitable for teaching, for reproof, for

correction, for training in righteousness, that the believer may be adequately equipped

for every good work.


• We believe all people are created in the image of God, born sinners, incapable of

returning to God except through salvation by grace, through faith in Christ Jesus alone.

• We believe the Holy Spirit persuades us to repent of our sins, renews our hearts, and

causes the Church and its people to grow in Christian maturity.

• We believe in one holy, universal and apostolic Church, which is called to worship God,

preach the Gospel, make disciples, promote righteousness and justice, and relieve human

suffering.

• We believe that Christ will return to raise the dead, judge all people and establish His

glorious kingdom.

Core Values

1. Christ-Centered Integrity: We value honesty, perseverance, courage, spiritual

growth, and forgiveness based on biblical principles.

2. Helping and Service: We value advancing an organization of service to address the

issues surrounding homelessness, poverty and abuse.

3. Achievement: We value a passionate, competent team and encourage a high level of

personal and professional growth and satisfaction.

4. Respect: We value family and community, and embrace diversity as we maintain the

integrity of our mission based on biblical standards.

5. Teamwork: We value authentic leadership and intentional communication creating a

safe environment where individuals are empowered to use their calling, gifts and

talents to work together toward our common goals.


Appendix F: SOAR Process (Stavros, Hinrichs, & Hammond, 2009)

SOAR (Building Strengths-Based Strategy)

The SOAR process for strategic planning uses a positive process of strategic thinking

and planning that allows an organization to construct its future through collaboration,

shared understanding and a commitment to action. This process will involve conversations

within each department that center on what your team is doing right, what skills could be

enhanced and what is compelling to each of you who has a ‘stake’ in your department’s

success. This approach is represented by the acronym SOAR, which allows us to look at our

Strengths

Opportunities

Aspirations

and Results.

Strengths.

We will use unconditional positive questions to discover and reflect on moments of

excellence, values, and strengths of the past. Take turns responding to the following

questions:

1. What have you been looking forward to most about the day?

2. What is the best part of your role at Vision House?

3. Describe a time or experience when you found your work here to be exciting or

uplifting.

4. What was it that made the difference?

5. What did it feel like?


6. Who was involved?

7. What was it about you and about others that made this a valuable experience?

Following the above discussion, identify how your stories translate into answers to

the following questions:

8. What are our greatest assets?

9. What are we doing really well?

10. What are we most proud of accomplishing?

11. What do our strengths tell us about our skills?

12. How do our strengths fit with the realities of the marketplace?

Come to the group debrief prepared to report on your findings

Opportunities.

Discuss with your team possibilities in answer to the following questions. Allow

these positive questions to generate images of possibility. Threats and problems are not

ignored, but rather are reframed and viewed through a lens of possibility. Every problem is

a frustrated dream, so try to make this process one of dissolving the problem rather than

resolving it. Solutions can emerge from a conversation about what we do want rather than

from a conversation about what we don’t want:

• What are the top 3 opportunities on which we should focus our efforts?

• What are the most important events or trends and developments in this area?

• What do these trends suggest about the Future of Vision House?

• How can we best meet the needs of our stakeholders (staff and clients) and the

community?


• How can we differentiate ourselves from existing or potential competitors?

• Are there any possible new services or processes to consider?

• How do we collectively understand outside threats?

• How can we reframe challenges to be seen as exciting opportunities?

• What single change could we make right now that would have the biggest impact on our

capacity?

• What is the world calling our organization to be?

• What does our positive core indicate we can be?

• What new skills do we need to move forward?

Come to the group debrief prepared to report on your findings.

Aspirations.

Time is spent dreaming and sharing our aspirations to come up with positive

possibilities. Create a compelling vision of the future that has the commitment of members

of the organization, and one that carries forward the very best of the past, but also inspires

and challenges the status quo:

1. When we explore our values and aspirations, “what are we deeply passionate about?”

2. Reflecting on the strengths and opportunities conversation, who are we, who should

we become, and where should we go in the future?

3. What is our most compelling aspiration?

4. What strategic initiatives (i.e. projects, programs and processes) would support our

aspirations?

Come to the group debrief prepared to report on your findings.


Results and Actions.

We will create the structure, processes and relationships that will support the dream

as well as identify the strategies, innovations, and projects that will be required to pursue

each of the strategic opportunities:

• Considering our strengths, opportunities and aspirations, which meaningful measures

would indicate that we are on track to achieving our goals?

• What resources are needed to implement our most vital projects?

• What are the best rewards to support those who achieve our goals?

Move to Action with Energy

The goal is to develop an effective and inspirational plan for implementation to

move us towards our envisioned future with measurable results. Self-organize around each

goal area. Plan actions and gain individual and collaborative commitments.

Determine areas in need of capacity development to provide support, resources, and

training.

Conclusion

Each team will share with the group their SOAR process and what they see as their

Strengths, Opportunities, Aspirations and Results. The results will be shared in the form of

an outline of the plan of what you want to accomplish for 2010 and an idea of what details

will result in reaching those goals.

Note

Prepared by Melissa Gehrig, September 24, 2009. Adapted from Stavros, J.M.,

Hinrichs, G., & Hammond, S.A. (2009). The thin book of SOAR: Building strengths-based

strategy. Bend, OR: Thin Book.


Appendix G: Evaluation Goals and Objectives

Over the past year, what are the most significant accomplishments toward the goals

you set last year?

• What are your weaknesses or areas for improvement that you would like to work on this

year?

• What support and/or resources do you need from the office, other staff or agency to

assist you in improving your performance in these areas?

• What performance goals or work priorities would you like to establish for this year?

List (H) High, (M) Medium or (L) Low

• What support and/or resources do you need from the office, other staff or agency to

assist you in reaching these goals?

• What were your greatest disappointments or sources of dissatisfaction over the past

year?

• What changes, if any, would you like to discuss in your job or your overall role in VH?

• How can VH promote your overall professional and personal development in the

coming year?

• If VH could fulfill your long term professional goals, what would that look like?


Appendix H: December Prayer Newsletter Email

Thank you for blessing our Vision House families this Christmas season with your

prayers and support!

...and if you spend yourselves in behalf of the hungry and satisfy the needs of the

oppressed, then your light will rise in the darkness, and your night will become like

the noonday. (Isaiah 58:10)

Please Join Us in Praying for Resident Program Needs

1. Please pray for our Residents who are dealing with sickness.

2. Please pray for peace for all of our families as the holidays can be a stressful time.

3. Pray that the families we serve will come to the Lord during this Christmas season.

4. Pray for all of our Vision House children that they will feel loved and protected.

Please Join Us in Praying for Agency and Community Needs

1. An Urgent request -Pray that God would provide the funding we need this year to

successfully support our families. Demand is high and due to the economy,

contributions have dropped dramatically and we have yet to raise a significant

amount of money to meet this year's budget.

2. Please pray for one of our staff members who is struggling with a health issue. We

ask God for a full and complete healing.

Pray for VH staff to have patience during this busy time of year that we may reflect

God's love and grace.


3. Pray for the VH management team to have wisdom in developing and refining the

2010 budgets.


Please Join Us in Praying for Vision House Jacob's Well

• Please pray for Wisdom and a clear vision on coordination of Shoreline volunteers.

• Pray for Leadership for the different construction phases of the Jacob's Well project.

• Pray that we move forward faithfully in sync with God - His timing, His way, and

His people that He is calling.

Pray that we break ground and make construction progress on this project in 2010!

Please Join Us in Giving Thanks for Our Many Blessings

• We give thanks to the Lord for providing Kris, our new Accounting Asst., who is a

great fit for this position and who is already doing a great job.

• We give thanks for a grant that we received from Renton Rotary to provide financial

assistance to our families transitioning out of Vision House into permanent housing.

These funds will be used to help with deposits and first and last months' rent.

• We give thanks for our amazing volunteers helping with Vision House operating

needs. We would not be able to provide the level of services to the families at Vision

House without the time and talents of our volunteers.

• We give thanks for the more than 40 churches and businesses that are hosting

Giving Trees this Christmas season. The gift cards they're collecting will be a huge

blessing to our Vision House families.

• We give thanks for the churches and construction industry that see the great need in

our community for more housing for homeless families, and who are mobilizing to

build Jacob's Well.


• Praise God for the 50 people who showed up to participate in the expansion

planning meeting in Shoreline.

Now to him who is able to do immeasurably more than all we ask or imagine,

according to his power that is at work within us, to him be glory in the church and in

Christ Jesus throughout all generations, forever and ever! (Eph. 3:20-21)


Appendix I: Bible Study Handouts

Teamwork: November 3, 2009 Program Staff Meeting

We value authentic leadership and intentional communication creating a safe

environment where individuals are empowered to use their calling, gifts and talents to work

together toward our common goals:

1. Luke 10:1 says, “After these things the Lord appointed seventy others also, and sent

them two by two before His face into every city and place where He Himself was

about to go.”

2. Matthew 18:20 says, “For where two or three are gathered together in My name, I

am there in the midst of them.”

List some examples of biblical leaders in the bible that were authentic. Give an example of

how their leadership is reflected in VH leadership. Give an example in the bible where

individuals are empowered to use their calling, gifting and talents to work together toward a

common goal. Give an example of how this modeled at VH.

Prayer: December 1, 2009 All Staff Meeting

Prayer is conversing with God; the essence of the soul with God, not in

contemplation or meditation, but in direct address to him. Prayer may be oral or mental,

occasional or constant, informal or formal. It is a "beseeching the Lord" (Ex 32:11);

"pouring out the soul before the Lord" (1 Sam 1:15); "praying and crying to heaven" (2

Chron. 32:20), "seeking unto God and making supplication" (Job 8:5), "drawing near to

God" (Ps 73:28), and "bowing the knees" (Eph 3:14).

Prayer cannot be replaced by devout good works in a needy world. Important as

service to others is, at times we must turn away from it to God, who is distinct from all

things and over all things. Neither should prayer be thought of as a mystical experience in


which people lose their identity in the infinite reality. Effective prayer must be a scripturally

informed response of persons saved by grace to the living God who can hear and answer on

the basis of Christ's payment of the penalty which sinners deserved. As such, prayer involves

several important aspects (Isa 58:10-12).

Consider the following path of prayer:

• Confession: Awareness of God's holiness leads to consciousness of our own

sinfulness. Like the prophet Isaiah, we exclaim, "Woe is me, for I am undone!

Because I am a man of unclean lips, and I dwell in the midst of a people of unclean

lips; for my eyes have seen the King, the Lord of hosts" (Isa 6:5). By sinning we hurt

ourselves and those closest to us; but first of all, and worst of all, sin is against God

(Ps 51:4). We must confess our sins to God to get right with Him. We need not

confess them to another being. But we should confess them directly to God, who

promises to forgive us of all our unrighteousness (1 John 1:9).

• Adoration: God is love, and He has demonstrated His love in the gift of His Son.

The greatest desire of God is that we love Him with our whole being (Matt 22:37).

Our love should be expressed, as His has been expressed, in both deeds and words.

People sometimes find it difficult to say to others and to God, "I love you." But

when love for God fills our lives, we will express our love in prayer to the one who is

ultimately responsible for all that we are.

• Praise: The natural outgrowth of faith, worship, confession, and adoration is praise.

We speak well of one whom we highly esteem and love. The one whom we respect

and love above all others naturally receives our highest commendation. We praise

Him for His "mighty acts...according to His excellent greatness!" (Ps 150:2), and for


His "righteous judgments" (Ps 119:164). For God Himself, for His works, and for

His words, His people give sincere praise.

• Thanksgiving: Are we unthankful because we think we have not received what we

deserve? But if we got what we "deserved," we would be condemned because of our

guilt. As sinners, we are not people of God by nature. We have no claim upon His

mercy or grace. Nevertheless, He has forgiven our sins, granted us acceptance as His

people, and given us His righteous standing and a new heart and life. Ingratitude

marks the ungodly (Rom 1:21). Believers, in contrast, live thankfully. God has been

at work on our behalf in countless ways. So in everything, even for the discipline that

is unpleasant, we give thanks (Col 3:17; 1 Thess 5:18).

• Dedicated Action: Christ's example does not require us to withdraw from society,

but to render service to the needy in a spirit of prayer. He wept over Jerusalem in

compassionate prayer, and then He went into the city to give His life a ransom for

many. Authentic prayer will be the source of courage and productivity, as it was for

the prophets and apostles.

• Request. Prayer is not only response to God's grace as brought to us in the life and

work of Jesus and the teaching of Scripture; it is also request for our needs and the

needs of others.

Tie-In: Vision House Core Values

• Christ-Centered Integrity: We value honesty, perseverance, courage, spiritual

growth, and forgiveness based on biblical principles.

• Helping and Service: We value advancing an organization of service to address

the issues surrounding homelessness, poverty and abuse.


Appendix J: Link List

These links comprise a small sample of unique yet like-minded organizations who

value formative leading to transform social challenges. Such organizations can offer

potential coalitions and creative ideas for VH:

Exodus Cry. (2009). Exodus cry: The prayer movement to end slavery. Retrieved, November 18,

2009, from http://exoduscry.com/

Myhill, P. (2009). Continuum of care (introduction). Retrieved, November 18, 2009, from

http://abandoned-orphaned.typepad.com/paulmyhill/2008/04/continuum-of-

ca.html

SAFEHS. (2009). Students & artists fighting to end human slavery. Retrieved, November 18,

2009,

from http://www.safehs.com/

Zoe Children's Homes. (2009). Home page. Retrieved, November 18, 2009, from

http://www.zoechildrenshomes.org/


Appendix K: Recommended Reading

As a learning organization, VH can study sources that may inform these

recommendations and empower VH with salient and beneficial information. I recommend

the following titles based on this report’s findings:

Allender, D. (1999). The healing path: How the hurts in your past can lead you to a more abundant life.

Colorado Springs: WaterBrook.

Block, P. (2002). The answer to how is yes: Acting on what matters. San Francisco: Berrett-

Koehler.

Boyatzis, R., & McKee, A. (2005). Resonant leadership. Boston: Harvard.

Brueggemann, W. (1999). The covenanted self. Minneapolis, MN: Fortress Press.

Buford, T.O. (1995). In search of a calling: The college's role in shaping identity. Macon, GA:

Mercer.

Cooperrider, D.L., & Dressler, L. (2006). Consensus through conversation: How to achieve high-

commitment decisions. San Francisco: Berrett-Koehler.

Downs, T. (1999). Finding common ground: How to communicate with those outside the Christian

community... while we still can. Chicago: Moody.

Garner, A. (1997). Conversationally speaking: Tested new ways to increase your personal and social

effectiveness (3rd ed.). Los Angeles: Lowell.

Katongole, E., & Rice, C. (2008). Reconciling all things: A Christian vision for justice, peace, and

healing. Downers Grove, IL: InterVarsity.

Keirsey, D. (1998). Please understand me II: Temperament character intelligence. Del Mar, CA:

Prometheus Nemesis.


Klinemeier, K. (2009, August 3). Self organization, collaboration != Fire your leadership. Retrieved

November 16, 2009, from http://zipwow.blogspot.com/2008/12/leading-self-

organized-teams.html

Kouzes, J.M., & Posner, B.Z. (2003a). Encouraging the heart. San Francisco: Jossey-Bass.

Kouzes, J.M., & Posner, B.Z. (2003b). Credibility: How leaders gain and lose it, why people demand

it. San Francisco: Jossey-Bass.

Kouzes, J.M., & Posner, B.Z. (2007). The leadership challenge (4th ed.). San Francisco: Jossey-

Bass.

McKinley, R. (2006). This beautiful mess: Practicing the presence of the kingdom of God. Sisters, OR:

Multnomah.

Palmer, P.J. (1990). The active life: A spirituality of work, creativity, and caring. San Francisco:

Jossey-Bass.

Poole, M.S., & Hollingshead, A.B. (Eds.). (2005). Theories of small groups: Interdisciplinary

perspectives. Thousand Oaks, CA: Sage.

Schultze, Q. (2000). Communicating for life: Christian stewardship in community and media (4th ed.).

Grand Rapids, MI: Baker.

Thurlow, C., Lengel, L., & Tomic, A. (2004). Computer mediated communication: Social interaction

and the internet. Thousand Oaks, CA: Sage Publications Ltd.

Tillapaugh, F., & Hurst, R. (1997). Calling. Colorado Springs: Dreamtime.

Wheatley, M.J. (2009). Turning to one another: Simple conversations to restore hope to the future. San



Appendix L: Author’s Reflection

Vision House regarded my presence as a "win-win" and "encouraging" opportunity

(anonymous, personal communication, November 3, 2009), and stated they want to help me

develop my gifts and succeed in this program (anonymous, personal communication,

November 3, 2009). I also stated my desire to support their vision and for each of us to

prosper in our respective callings and contexts. I feel grateful that we experienced such

mutual support and enthusiasm for this inquiry process and our life work.

Regarding Relationships and Life Themes

I reflected on past relationships and themes in my life (Kouzes & Pozner, 2007) to

choose VH and this study’s framework (e.g., formative leading). I have often wanted to help

VH and other faith-based organizations in a way specific to my gifts and calling, and view

this audit as a God-send given its specificity and timing. I had already learned the value of

working as a bridge between organizations (e.g., academic and faith-based) with my prior

experience working in faith-based community organizations. For instance, while an

undergraduate, I served as an officer for Campus Crusade for Christ, which taught me to

communicate faith and friendship with students via conversation and relationships at

retreats, conferences, discipleship groups, Bible studies, mentor ships with staff, short-term

mission trips, and outreach events, all meant to form student leaders. I also have worked at a

local church as liaison to the surrounding neighborhood and to church members.

I first met VH after I graduated from the University of Washington in 2001. As I

understood at the time, VH had one Renton-based women's transitional housing structure

and a Seattle-based men's day service. I worked with staff to donate items, and continued

interacting with the founders on occasion as we attend the same church. Recently, I

reconnected with VH staff at their Bargain Bash fundraising event. I smile now at the


beauty of keeping on-going relationships much as a person sews together a patchwork quilt.

The thread moves from unique piece to piece, in and out, but always through. I told a staff

person recently the beauty of having worked with VH on this report when only 5 months

prior I had met her by simply donating items.

Envisioning Future Renewal

This study encourages me to envision future work with faith-based community

organizations who seek to build bridges with culture and to transform lives. I have benefited

from VH’s core values for vision, teamwork, intentional communication, integrity, and most

of all, service. I experienced to these values in action while working on this audit, and now

think of ways throughout my day to serve people including “strangers,” when before this

report that thought may have passed by me unnoticed.

Valuing Inquiry

Also, I learned I naturally value appreciative inquiry (Cooperrider & Whitney, 1999)

as I sought to frame this report from a strength-based approach believing that the least my

work and person would encourage VH staff. I view my time on-location at staff meetings as

a highlight as I enjoyed interacting, sharing, and laughing with staff. I appreciated the

privilege to feel welcomed and valued. I learned that prefer participant-observation and one-

on-one interviews on location as I enjoy the interpersonal and inclusive nature of these

methods. For example, I found the interviews meaningful and learned from “off-line,” or

informal remarks, such as the need to seek a support network and to move forward in life

when I’m pursuing becoming someone new (as I am while in this program). These

conversations benefited my understanding of what it means to become new, a faith-based

tenet on which I often place self-imposed limitations.


Through this inquiry process I learn that my words, choices, and actions can reify, or

make real, my desired intent. Consequently I’m more careful the words, decisions, and

actions I express to others. Sometimes I find it better to remain silent and observe. I learn

it key to be willing to learn, where a learning mindset asks me to humble myself and

appreciate that others have valuable ideas and experiences to share. At times I lacked

patience and felt overwhelmed with the work to be done for this report and course. During

those times, I prayed and asked for advice.

Mainly I learned I struggle to be patient with the learning process, wanting to

materialize tomorrow’s success yesterday. Thankfully, this project materialized with inquiry

and relationships, and not my sole effort. From this I learn that communication at its best

inquires, seeks feedback, and listens in order to learn and to grow. Meanwhile I must always

taking responsibility for my commitments and actions. I felt encouraged when a manager

told me that VH wanted to support my transformation and growth, which made the

environment a safe place for me to learn. In other words, for the first time in a long time, I

realized I was not alone.

Fearing the Future and the Past?

My past experiences with fear as communication apprehension, performance anxiety,

social anxiety, and avoiding new experiences gave me insight into my own ongoing areas for

growth. For instance, I realized that I had assumed that my way of focusing the audit would

be assessed as wrong or incorrect. I realized I had evaluated myself with an arbitrary limit,

perhaps worrying about pleasing other people’s expectations (which I assumed), and felt

anxious with open-endedness. I had recently decided it unrealistic to pursue certainty as I

learned from my last course that I have limitations in my ways of knowing (Carey, 1999). I

discovered the irony of depending on a past dynamic (i.e., fear) to inform my future. So I


learned to question certainty as an ideal, and in this course wrote a paper suggesting

organizations rethink their dependence on certainty and to instead organize their

communication structures with other virtues in mind (Rosko, 2009, November 5).

Pursuing Benchmarks, Public Service, and a Life Calling

I responded to this apprehension by recognizing my public service role and wanting

to represent myself, Gonzaga, VH, and God well. I decided to accept my responsibility to

hone my gifts and to commit to my calling. I asked God to make us all prosper through this

process. I set benchmarks to finish the audit early. A manager encouraged me to do the

work “with confidence” (anonymous, personal communication, November 17, 2009). This

encouragement nudged me forward with my apprehension of doing something new

eventually gave way to a desire to succeed and prosper, and personal responsibility and love

for vocational life (Kidder, 1995; Palmer, 1998). I now appreciate open-endedness as an

opportunity to inquire, rather than something to fear. While this process initially required

courage for me to act on my perceived gifts and calling, I learn to view myself more as a

public servant role and place myself in environments where I can lead by communicating

encouragement, faith-based guiding principles, and teamwork in creative, relational, and

healing ways.

Formative Leading: Seeking the Invisible

VH's emphasis on transforming lives only nurtured this “unseen” growth. VH’s

formative value agrees with this program's communicated desire to link personal growth

with social service (Jesuit Colleges, 2009), contributing to my education as pursuing and

developing my calling (Buford, 1995). I appreciate this program because it values

transformation (Jesuit Colleges, 2009) and allows for creative freedom, so I perceive my time

here and at VH as one that will prepare me to experience and to share my calling (Rosko,


2009, October 17). I perceive my calling to be leading formatively, communicating

creatively, and expressing love to God and people in healing, encouraging, and life-giving

ways (1 Tim. 4:14-16; Rosko, 2009, October 17). Overall, VH encouraged me with its stellar

example of intentionally communicating core values to lead teams formatively for a larger

social and spiritual vision. This encouragement healed me from negative past experiences in

organizations that lacked regard for their constituents.

Growing

Handy (1996) observes that organizations can communicate to reduce uncertainty,

and unrealistic and potentially paralyzing goal. Ultimately, this study healed me by

confirming that I have changed from the once timid person who withdrew from social

engagement in the face of uncertainty to be a formative leader who co-communicates her

vision for living by vocation via creative expression to heal and to share life in organizations

and community (Rosko, 2009, October 17; Schultze, 2000). I look forward to following up

with VH staff to assess my performance as a communication auditor and to encourage them

with my findings and recommendations. Throughout this process, I have felt encouraged,

grateful, and humbled to receive favor and to participate with a vital community

organization via my calling, education, and gifts. To that end, I wonder that Vision House

graciously extended their vision to me, and so supported my life vision and work. This

supportive and caring regard only motivated me to do my best to deliver a communication

audit report and process that encouraged and supported Vision House in kind.


Author's Note

Special thanks to Vision House management, staff, and clients, the City of Renton,

Dr. Peter Tormey, and Gonzaga colleagues for collaborating with me on this

communication audit. Thank you Vision House for extending your vision to me by

encouraging me to learn and to grow in this process, and for caring for me as a person. It’s

special to participate in a picture and with a family larger than myself. Thanks to my

husband, James, for your patience with my long working hours. Thanks also to Sherry Janda

and Brandy Lee for your encouragement and guidance on writing this report.


Figure 1.1. Image of Vision House program, administrative, and management staff on

December 1, 2009. Image copyright Dena Rosko 2009.

Figure 1.2. Image of Vision House supporters with co-founder at breakfast event for

Children’s Village Child Care Center staff on December 9, 2009. Image copyright Dena

Rosko 2009.


Figure 1.3. Vision House butterfly logo.

Documents

Vision House Communication Audit: Leading Formatively ...web02.gonzaga.edu/comlstudentresources/... · recommendations (Part IV). This report will suggest directions for future research