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The phenomenon surrounding news media’s power to alter group identity and group cohesion is something that rarely a point of focus in communication studies. In this study I worked with a local social movement group called Stockton Stands with Minneapolis. This group illustrated the importance of maintaining shared values. Utilizing relational Interviewing, SSWM members provided evidence showing the connection between news media and group success. News media has had a role in shaping group members’ understanding of SSWM and activism. SSWM has faced internal conflict as a result of negative news representation. SSWM is a relatively small and young (2 ½ years) group when compared to more established groups and movements (such as black lives matter and #MeToo), the impact of losing any amount of membership to news representation is important and deserves attention. Therefore, in this paper I argue researchers must go beyond the conventional protest paradigm and media effects research that has commonly only examined the impact of the outgroup. There is a need for a new area of focus within media effects and activist representation, one that examines the impact of news media through multiple lenses of analysis. I argue this area would benefit from incorporating theories and concepts across the communications studies discipline. Utilizing research from the fields of media effects, interpersonal communication, and organizational communication can bring new insights to already existing understandings of activism and activist success. To help lead the charge into this new area of focus; I introduce a new paradigm and research approach called social movement splintering.

The inquiry concerned gaining insights into environmental elements needed within California public-sector organizations to increase employees’ willingness to share innovative ideas. Although research exists regarding the need for service innovation and employees as fruitful sources of innovative ideas, there have been limited studies concerning public-sector organizations and the best method to solicit employee ideas. The data collection for this qualitative research study consisted of a series of interviews with front-line, non-supervisory civil servants. The results provide insights and information on how public-sector organizations may foster a culture that promotes and encourages employee-led innovation. The themes that emerged were (a) transparency in the process of sharing ideas and what is needed to feel motivated to participate in a formal submission process; (b) recognition and follow up, including which types of follow up and recognition are needed to feel the idea submission was worth the effort; (c) safe space including what needs to be present within the process for employees to feel safe to participate; (d) organizational buy-in including the need for encouragement and demonstrated support from all levels of leadership. These themes contributed to form the following recommendations for organizations to create a process and culture for soliciting ideas from employees: (a) establishing a transparent and easy to use process; (b) utilizing trusted and unbiased evaluators to review ideas; (c) providing meaningful and specific follow-up on ideas submitted; (d) ensuring there is no public criticism of ideas, but having public praise for submitting ideas; creating an organizational culture to be promoting and supporting participation in these processes. The data analysis revealed several implications: a significant disconnect between what employees' need to be comfortable sharing ideas and the existing process; the insufficient efforts of current leaders to promote and execute innovation within their organizations; the need for a paradigm shift to embrace a culture and operations that support innovation at all levels of an organization.

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