Communication in relation to the fulfillment of Educiac's strategic objectives: an organizational intervention.

Abstract

This article presents an organizational intervention at Educiac, a civil society organization dedicated to promoting human rights, with the aim of analyzing how communication affects the implementation of its strategic planning. A qualitative-descriptive methodology was used, based on participatory action research, which included interviews, surveys, non-participant observation, and a focus group. The findings indicate that, although there are functional communication channels and participatory spaces, limitations persist, such as the absence of a communication strategy, overload of the area in charge, and a focus on communication production over processes of this type. These conditions hinder the alignment between daily actions and strategic objectives. The analysis identified strengths (professionalism of the team, horizontal management) and weaknesses (lack of planning and systematic evaluation). Based on the diagnosis, an improvement plan was designed to professionalize the communication area, establish feedback mechanisms, strengthen the organizational culture, and align communication with the institutional strategy. The intervention is based on a perspective that articulates theory and practice and demonstrates the value of organizational communication as a tool for improving strategic implementation and, thereby, organizational effectiveness.