the workplace” (Regalbuto, 1991, p.31). Finally, traditional communication practice measures the outcomes of communication projects by satisfaction indicators — how much the audience “liked” a meeting, newsletter, or course, or by readership or attendance. These statements of satisfaction are assumed to relate to the effectiveness of an intervention in terms of organizational goals. Few models for evaluation actually link interventions to the “bottom line” (Kirkpatrick, 1994). The model we propose for integrated communication is based upon several new approaches: Market-based strategic communication — This term, coined by D’Aprix (1996) in his recent book Communicating for Change, represents the approach of designing proactive communication programs that candidly inform employees about the requirements of their customers and the realities of the marketplace, and focus on organizational strategy. Performance technology or performance engineering — These terms describe systematic processes for solving organizational problems by analyzing and improving selection, communication, instruction, work design, feedback, and incentive systems. The theoretical foundation for this approach is found in behavioral theories of psychology, including motivation and learning. This approach centers around identifying and solving “performance gaps” which are defined as “discrepancies between an organization’s expectations and its actual performance” (Rogers and Agarwala-Rogers, 1976, p. 70). Performance technology and the practice of “performance consulting” is documented in Stolovitch and Keeps (1992) and Robinson and Robinson (1995). Business process reengineering — This phrase, popularized by Hammer and Champy (1993), represents the approach of radical reinvention of business processes rather than merely “tweaking” current, obsolete syste...
