Thinking outside the bun: the manager's role in sensemaking

Abstract

PurposeThe purpose of this article is to alert managers to the importance of managing employee sensemaking during organizational change.Design/methodology/approachThe author uses her personal experience as a manager to discuss the importance of managing employee sensemaking during organizational change.FindingsManagers and employees must learn to understand their sensemaking assumptions, biases, and perceptions to do a better job of implementing organizational change.Practical implicationsBy understanding and managing employee thought processes and communicating the story of an organizational change to meet employee needs, managers can make organizational change less risky.Originality/valueThis study informs managers about how employee perceptions can inhibit organizational change success.