ABSTRACT
This chapter discusses change work by addressing sense making, work activities and identities of those involved. After some initial comments on the value of in-depth studies, it looks at the problems of a technocratic approach to change. Another key feature is how non-recognized organizational culture working behind the backs of people plays a key role in the change efforts. A key point concerns the overall images of organizational change work. The chapter explains a kind of 'root metaphor' (not explicitly expressed) of change work as a passing on of the baton. Organizational culture works to a high degree non-consciously, behind the backs of people's identities, informing them in terms of thinking and acting. Change work needs not only to address the substance (ideals, values, practices) of what is supposed to be changed, but also to include the management of meaning and understanding of the roles and identities of those to be mobilized in the work.
