ABSTRACT
As the events at Nova Scotia Power unfolded, it became evident that throughout the organization disparate understandings and expectations of the change process, and of specific change techniques, existed. In the previous chapter, it was evident that many of the employees and senior management held conflicting views of the success of each of the change programmes. The idea that sensemaking reflects different psychological frameworks helped me to analyse and explain these different responses to change. In this chapter, the utilization of the remaining sensemaking properties takes into account the relationship between pre-packaged change solutions and local realities.
