ABSTRACT
This chapter discusses the degree to which organizations have control over employee political attitudes and behaviour through change. Grapevines as part of informal networks are far more powerful that official channels; it is an aspect of organizational life that is beyond the control of management and shapes agenda to a greater degree than organizations may wish to acknowledge, at least not openly acknowledge. The use of self-interest based politicised conformance dialogue demonstrates, in one sense, that control of change in a linear sense resides with organizations, even when dialogical approaches are used. Managers can set the tone of change, but employees own the decision as to the extent to which they participate relative to their self-interest. However, individuals may express themselves through politicised language in order, if nothing else, to be polite and not to cause disturbance to their concordat with their line manager and therefore organization.
