ABSTRACT
Stories and narratives are well known as effective tools to deal with organizational transformation. Traditionally,storytelling has been considered an effective tool to communicate the transformation and nurture individuals’ sensemaking of change. We show how a longitudinal approach based on storymaking,where organizational actors write their own personal stories of change within the organizational transformation,effectively nurtures people’s engagement toward change. Through story creation practices,we show how people make sense of change and actively commit to take concrete action toward it. We present the results of applying a storymaking approach in six partner organizations (Nestlè,Philips,Sasol,Sorgenia,Sintetica,and Stef). We provide an overview of how stories evolve through time,showing how step-by-step stories become more and more concrete. Further,we provide evidence about how people embrace transformation effectively through concrete actions: we show to what extent they can complete their commitment. Using Mode 2 research paradigm as our point of departure,we have utilized a hybrid of action research and design science research approach. Being this project a research platform,we report the findings from additional research that was triggered as the study progressed. First, we provide insights about the relevance of cognition for transformation activities. Second,we show the relevance of intimate interactions to nurture the sensemaking of change. Finally,we explore how people converge toward a shared direction when dealing with organizational transformation.
