Polyphonic Rhetoric in Organizational Change: Reconciling Divergent Voices in Risk Communication in Nepal

Organizational change often brings uncertainty and conflict, as stakeholders confront divergent perceptions and narratives about risks. This article explores the application of Mikhail Bakhtin’s concept of polyphonic rhetoric, rooted in the theory of dialogism, to reconcile these conflicting voices during organizational change. Focusing on the context of Nepal, the study examines how organizations manage risk communication during mergers and acquisitions, navigating the complexities of cultural, economic, and organizational diversity. Drawing on Stakeholder Theory, Sensemaking Theory, and Cultural Models of Communication, the article provides a conceptual framework for understanding how multiple voices are acknowledged and harmonized through polyphonic rhetoric. The research adopts a descriptive and conceptual methodology, utilizing secondary data from scholarly articles, journals, and reports to analyze the reconciliation of divergent perspectives. This study highlights the significance of dialogic approaches to risk communication in promoting organizational stability and fostering trust during transformative processes in Nepal's organizational landscape. When organizations fail to engage with these different voices, the risks of failure increase. However, when the polyphonic nature of these voices is recognized and addressed, it can turn potential conflicts into opportunities for improved collaboration, customer loyalty, and long-term sustainability. The findings indicate that the successful integration of organizations depends not only on technical and structural considerations but also on the effective communication and reconciliation of the diverse concerns from employees, customers, regulators, and other stakeholders.