chapter  5
Sensemaking and identity construction
Pages 22

In the previous chapter a number of problems were identified with the process of change management, and some key observations were made. In particular it was contended that managers need to understand that organizational change is socially constructed, that actors make sense of change in different ways, and that this has consequences for the adoption and application of specific change programmes. In other words, whether the culture of an organization ‘ruptures’, or organizational ‘bursts’ lose their meaning may depend on the ability of managers to ‘make meanings for people’.