Abstract
M.Com. (Business Management)
Sensemaking is a process through which individuals construct meaning in their lives. This study attempted to validate the use of sensemaking – as a method of inquiry – during the implementation phase of a relevant strategic change initiative. More specifically, the study adopted Tovstiga’s (2015) model for sensemaking from an organisational context, aimed at better understanding how key-stakeholder groups - during the implementation of a strategic change initiative - make sense of the objectives and values of the initiative.
Organisational literature has largely focussed on quantitative inquiry, while a qualitative approach (such as with sensemaking as a form of inquiry) can further provide valuable insights for senior management. This study made use of non-probability, purposive sampling, whereby a large African Bank’s Financial Control division was the target population. Within this population, the sample was split between two key stakeholder groups: sensegivers and sensemakers. This provided the researcher with an opportunity to investigate whether the intent (provided by senior management i.e. the sensegivers), aligned with that of the sense made (provided by lower levels of management i.e. the sensemakers). The study used focus group interviews utilising two different interview schedules i.e. one for sensegivers and one for sensemakers. The open-ended questions aimed at better understanding the intent and meaning relating to the strategic change initiative’s objectives and values. The data was then thematically analysed to highlight potential alignments and misalignments of understanding between the two key-stakeholder groups mentioned above. A major finding of this study was that, although the objectives and values identified by lower levels of management mostly aligned with that of the intent by senior management, the sense made did not align. Sensemakers indicated that, due to an unclear vision for the strategic change initiative from senior management, there was confusion as to how to successfully implement the initiative. Additionally, several negative themes emerged from the study i.e. a fear of uncertainty and retrenchment, a feeling of being excluded from the planning of the initiative, and relevant role misunderstandings. The study concluded that sensemaking can be used as a valuable, additional method of inquiry for strategic change initiatives, highlighting important alignments and misalignments from key-stakeholder groups...