This book is about making sense of organizational change. To understand the change process and change management in action, the book focuses on a major North American utility company that underwent a series of changes between 1982-2002. Using a grounded theory approach (Glaser and Strauss, 1967), data was collected in Nova Scotia Power between 1991 and 1996, while it underwent two major processes of change. This longitudinal case study involved extensive content analysis of Nova Scotia Power’s corporate documents, observations of numerous planning meetings and change practices in action, discussions and interviews with a number of senior managers, and a series of semi-structured interviews with employees in the organization. The events that led to the selection and implementation of a planned culture change and a re-engineering programme are made sense of through a strategic, retrospective use of Weick’s (1995) sensemaking approach to organizational analysis.