ABSTRACT
This chapter focuses on two approaches for facilitating second-order change—sensemaking and organizational learning. It also focuses on key concepts to help change agents create organizational learning. The chapter helps readers develop a better understanding of what second-order change entails and when it is necessary in change processes. It describes approaches for creating second-order change through sensemaking or organizational learning-key strategies in social cognition theories of change. There are two main reasons that change agents should remain committed to considering and creating sensemaking and organizational learning, even though each has had many challenges. First, many of the important changes that are proposed within higher education will not occur unless sensemaking or organizational learning occurs. Second, government agencies and foundations believe in the efficacy of organizational learning in particular, and will continue to fund initiatives in this area.
