Change managerialism and micro-processes of sensemaking during change implementation

In this article we critically analyze micro-processes of sensemaking during change implementation under a macro-level discourse of top-down planned change management, which we coin change managerialism. We demonstrate how taken-for-granted enactments of managing change interweave with organizational change discourses and how this subsequently inhibits sensemaking micro-processes. Adopting a reflexive research methodology, this article contributes to the sensemaking of change literature by illustrating how change managerialism infiltrates an organizations managerial change discourse and sensemaking micro-processes, causing a disruption in sensemaking. Empirical material of a case study conducted at a professional services firm suggests these dynamics unintentionally inhibit sensemaking micro-processes and bracket off direct experience of the organizations change recipients through lifeworld colonization, detachment, discursive closure and constrained reflexivity.

Publication year:2017

Keywords:A1 Journal article

BOF-keylabel:yes

BOF-publication weight:1

CSS-citation score:1

Authors from:Higher Education

Accessibility:Open