The Rhythmic Work of Strategic Change

Abstract

Strategic change is difficult, not just because people have to revise their cognitive frames that give meaning to their work and organization, but also because such changes oftentimes imply that they have to adjust their daily rhythms. In this two-year qualitative study, we examine a strategic change that a leader initiated within her academic research group and explain how the success of the change hinged on whether and how members of the group modified their frames and work-related rhythms in a conjoint manner. Taking an approach informed by process and practice thinking, we construct a model that articulates how strategic framing and rhythmic work are interwoven and co-evolve over time. Our process model contributes to the strategic change literature by illustrating how strategic framing and rhythmic work interrelate in change recipients’ sensemaking and how rhythms oftentimes ground strategic frames in individuals’ physical bodies. In this manner, we point to the broader importance of developing theoretical accounts that consider both discursive and material, embodied aspects of strategic changes.