Podcast
Questions and Answers
Strategic change is often planned with intended outcomes but can lead to unintended results due to ______ by middle managers.
Strategic change is often planned with intended outcomes but can lead to unintended results due to ______ by middle managers.
sensemaking
Pre-existing mental models that influence interpretations are known as ______.
Pre-existing mental models that influence interpretations are known as ______.
cognitive schemas
Middle managers construct shared meanings during change through ______ and interactions.
Middle managers construct shared meanings during change through ______ and interactions.
conversations
Informal interactions among middle managers are crucial for shaping change ______.
Informal interactions among middle managers are crucial for shaping change ______.
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Congruent outcomes align with intended goals, while ______ outcomes deviate due to divergent sensemaking.
Congruent outcomes align with intended goals, while ______ outcomes deviate due to divergent sensemaking.
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Senior leaders need to engage middle managers in the ______ process to ensure successful change.
Senior leaders need to engage middle managers in the ______ process to ensure successful change.
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The study highlights how strategic initiatives can result in unexpected tensions and ______ between divisions.
The study highlights how strategic initiatives can result in unexpected tensions and ______ between divisions.
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Middle managers play a critical role in shaping outcomes through their lateral ______ during change.
Middle managers play a critical role in shaping outcomes through their lateral ______ during change.
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Study Notes
Strategic Change & Sensemaking
- Planned Strategic Change: Often leads to unintended results because middle managers interpret it differently than intended.
- Sensemaking: How middle managers interpret and give meaning to changes, impacting intended and unintended outcomes.
- Unintended Outcomes: Occur due to changes in how middle managers interpret and enact strategic changes.
- Cognitive Schemas: Mentally pre-existing models that middle managers use to interpret new instructions and implement changes.
Sensemaking as a Social Process
- Lateral Interactions: Informal conversations between middle managers shape their understanding of change and implementation.
- Intersubjective Sensemaking: Middle managers collaboratively construct shared meanings through conversations and interactions, particularly during change processes.
- Emergent Change Model: Explains how different outcomes emerge from how middle managers engage in sensemaking.
Research Findings
- Lateral Interactions: Informal conversations between middle managers significantly shape change outcomes.
- Cognitive Schemas: How managers interpret new roles and responsibilities is influenced by their existing mental models of the company.
- Unintended Consequences: Strategic change can lead to unexpected tensions and conflicts between different departments.
- Congruent & Counteracting Outcomes: Congruent outcomes align with intended goals, while counteracting outcomes deviate due to divergent sensemaking processes.
Insights for Managers
- Managing Sensemaking: Senior leaders need to engage middle managers in the sensemaking process to ensure successful change implementation.
- Collaborative Sensemaking: Encourage open communication and collaboration between managers to build a collective understanding of change and minimize unintended outcomes.
- Anticipate & Respond: Be prepared for potential unintended consequences by anticipating potential issues arising from manager sensemaking.
- Flexible Approach: Adapt strategies depending on how managers interpret and enact change to ensure effective implementation.
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Description
Explore the intricacies of strategic change and sensemaking in organizations. This quiz delves into how middle managers interpret strategic changes and the unintended outcomes that may arise from these interpretations. Understand the role of cognitive schemas, lateral interactions, and the emergent change model in shaping organizational dynamics.
