Sensemaking and sensegiving in strategic change initiation
This article serves as both a description of conducting ethnography to gain insight in organizational processes and contains its own empirical example. The authors suggest that strategic change leadership can be understood as a process which tacks between sensemaking and sensegiving on the part of a strategic leader. They identify a four-stage process of envisioning (a sensemaking action), then signaling (a sensegiving action), then re-visioning (a sense-making action) and energizing (a sensegiving action). The last two components repeat, re-visioning and energizing, sensemaking and sensegiving.
Theoretical and practical relevance:
This study provides a concise explanation and example of ethnographic methods in the analysis of organizational processes.