The reluctant rhetorician: senior managers as rhetoricians in a strategic change context

Purpose - This paper explores strategic change communication, framed by the idea that managers can be viewed as rhetoricians. The purpose of this paper is to present and discuss senior managers' subjective experiences of rhetorical aspects of change management.Design methodology approach - The paper draws on a case study from ABB Sweden (a power and automation technology company). In-depth interviews with senior managers, with vast experience of change management, constitute the empirical source.Findings - The most important finding is the managers' overall reluctance towards rhetoric. According to the managers in this study, a rhetorician is an over-enthusiastic person who "waves his arms when speaking". To master the art of rhetoric is not believed to be of particular importance when managing strategic change.Research limitations implications - Senior managers' potentially negative attitude concerning rhetoric should be taken into account when researchers situate change management within a rhetorical frame.Practical implications - Given the large interest in "efficient" communication, generally managers should be encouraged to overcome their reluctance towards rhetoric to improve their ability to "manage meaning" constructively.Originality value - This paper contributes to change management communication insofar as it gives voice to the individual manager. This voice indicates; in a time when rhetoric, storytelling, and charismatic leadership are making ground; that the understanding of rhetoric is much more limited than the general impression might suggest.