Making Sense of Organizational Change / Edition 1

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Overview

Applying an invaluable sensemaking framework to organizational change and combining the theory and practice of implementing change, this book represents an instructive and informative view on change in business. Its strength lies in two key areas:

  • the discussion and explanation of a strategic sensemaking approach, for helping managers, management educators and students to understand organizational change
  • a longitudinal study of a major company which underwent several organizational changes, revealing some of the key problems and challenges that managers face when introducing, implementing and managing change.

Rather than being structured as a ‘how to’ book, this outstanding text provides the reader with practical insights and skills for managing (or resisting) change. Applying Weick's famous sensemaking approach, it offers a unique way to understand the processes involved in organizational change.

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Editorial Reviews

From the Publisher
'This text seeks to provoke a debate rather than settle and arguament, and in this respect it remains a highly successful project ... [it] adds to our understanding of change, and offers a useful, accessible and (most important) critical contribution to the literature on sensemaking in organizations.' - Organization
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Product Details

  • ISBN-13: 9780415369398
  • Publisher: Taylor & Francis
  • Publication date: 2/21/2003
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 256
  • Product dimensions: 6.10 (w) x 9.10 (h) x 0.70 (d)

Meet the Author

Jean Helms Mills is Assistant Professor of Organizational Behaviour at Acadia University, Canada.

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Table of Contents

1. Introduction 2. Identifying Cues: A History of Nova Scotia Power 3. Strategic Sensemaking 4. The Story of Organizational Change 5. Sensemaking and Identity Construction 6. Application of the Sensemaking Model to the Nova Scotia Power Case 7. Making Sense of Sensemaking: Suggestions for Sensible Modifications of the Sensemaking Model

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