Strategies to promote identification

Strategies to promote identification are the techniques utilized by organizations to instill within its employees a feeling of oneness with the organization. They are an element of the process of forming Organizational identification between member and the organization as a whole. Organizations are able to employ these strategies in the same way that people do, which allows this process to be looked at through the lens of Communication Studies.
Identification as a Process
Kenneth Burke describes identification a a communicative process fundamental to being human. His concept of identification is derived from his understanding of language as symbolic action. Burke describes identification through three processes:
* The process of naming something or someone according to specific properties
* The process of associating with and disassociating from others
* The product or end result of identifying—the state of being consubstantial with others

Strategies of Identification
Using Burke's second process of identification, George Cheney derives three strategies of identification that organizations apply to promote a sense of oneness among organization members:

# Common Ground Technique
# Identification by Antithesis
# Assumed or transcendent "We"
Common Ground Technique
Originally described by Burke as the most simple and overt form of identification. Using this strategy, the rhetor (or organization in this case) attempts to identify with an individual by emphasizing the common values or goals that they share. It is illustrated by Burke as “flowering in such usages as a politician who, though rich, tells humble constituents of his humble origins.” In later research, Cheney identified this strategy as one of the most common in organizational attempts at identification with their employees. A study that he conducted revealed six different tactics used by organizations to employ the common ground technique:
# Expression of concern for the individual-this strategy is mainly used to create a sense of oneness between an organization and the people involved in it. Stress is placed on each individual role in the organization rather than on the individual as a moving part of the larger picture.
# Recognition of individual contributions-Cheney’s second strategy can be seen as a form of application of the first one. In this case, organizations promote identification by providing positive reinforcement for outstanding individual effort. Examples of this tactic include but are not limited to creating clubs, employee of the month programs, or systems where an individual’s bonus is determined by performance.
# Espousal of shared values-this tactic is the most similar to the way that the common ground technique is originally described by Burke. Stress here is placed on presumably shared values between an organization and its employees, placing it in the same conversation as one’s family, country, or any other entity that someone would identify strongly with.
# Advocacy of benefits and activities-in this case, membership in an organization is linked to organization-sponsored events. Examples of the application of this strategy include company retreats, softball games, and other activities performed as a group by members of an organization.
# Praise by outsiders-this strategy seeks to promote identification by framing it positively through the opinions of non-group members, and it implies that members should share the same view of their organization as those who are not affiliated with it.
# Testimonials by employees-Cheney’s final strategy in promoting identification involves providing an example of an individual expressing dedication and commitment to the organization. This technique seeks to appeal to members by providing them evidence that others like them hold the organization in high esteem.
Identification By Antithesis
A strategy of identification by dissociation. An explicit dissociation from one target implies an association with another; rallying members by blaming others. Organizations emphasize "outsider" threats to promote a sense of oneness between members. The process of dissociation promotes shared understanding and, in turn, promotes identification. As an example, Cheney describes a situation in which top management communicate to employees the threat of government regulation to the future of the organization and the employees' career.
=== Assumed or Transcendent "We" ===
The active use of the pronoun “we” to include new members as a strategy to promote identification within an organization. The strategy assumes togetherness as something that is basic to the company and taken for granted. When an employer accepts the idea of “we” within the specific organization they will identify with their corporate employer. The assumed or transcendent “we” has been described as subtle in practice. The level of effectiveness can increase if members do not recognize the application of the strategy.
Additional Strategies
Unifying Symbols
Research on unifying symbols as a strategy to promote organizational identification are limited, but noteworthy. Unifying symbols include but are not limited to logos, slogans, rituals, architecture—all elements that capture the essence of an organization. As new members are incorporate in an organization, willingness to identify with the organization's symbols can be dictated by the perceived benefits of such affiliation.

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