Making Sense of Change Through Simulation: Organizational Futures at Play

被引:3
|
作者
Meier, Ninna [1 ]
Ingerslev, Karen [2 ]
机构
[1] Aalborg Univ, Dept Sociol & Social Work, Aalborg, Denmark
[2] Koncern HR Udvikling, Viborg, Region Midtjyll, Denmark
关键词
Organizational change; simulation; prospective sensemaking; temporality; qualitative case study; SENSEMAKING; MANAGEMENT; EMOTIONS;
D O I
10.1080/14697017.2023.2216204
中图分类号
C93 [管理学];
学科分类号
12 ; 1201 ; 1202 ; 120202 ;
摘要
Simulation can be a powerful vehicle for prospective sensemaking, especially in organizational change processes where actors' ability to engage with possible futures is essential. Yet, the way that actors enact different potential futures together via simulation has not been fully explored nor investigated across different contexts. We report on a qualitative study of how healthcare staff in an emergency department (ED) made sense of a planned change process via a simulation tool to explore how moving into a new building might impact their work. We observed simulation sessions and interviewed managers and staff. Using sensemaking theory, we analyse how actors engaged in iterations of different forms of prospective sensemaking together, both in the simulated organizational change and of the organizational change process itself. We found that the way actors used their bodies and the simulation tool to experience potential changes in work environment and work processes elicited emotions such as worry and excitement and deliberations about consequences and potential actions. Our study highlights the interwoven embodied, material and emotional elements of prospective sensemaking: through simulation, we experience and feel the possible futures that can arise from change.MAD statementThis article demonstrates how simulation tools can facilitate sensemaking of organizational change in and between individuals. It shows how simulations of work in future physical surroundings can elicit strong emotions such as worry and hope for the imagined futures. The findings shed light on how people, who are trying to explore what organizational change might mean for them and their work, relate to desired and undesired futures through their bodies and physical surroundings. Such prospective sensemaking is a significant driver of organizational change. Therefore, understanding the embodied, material and emotional aspects underpinning such processes is important for both scholarship and practice.
引用
收藏
页码:229 / 249
页数:21
相关论文
共 50 条
  • [1] Making sense of organizational change: Is hindsight really 20/20?
    Gover, Laura
    Duxbury, Linda
    JOURNAL OF ORGANIZATIONAL BEHAVIOR, 2018, 39 (01) : 39 - 51
  • [2] Sense and sensibility: How CEOs construct meaning through symbols in organizational change
    Wang, Yu
    Lv, David Diwei
    Wong, Christina W. Y.
    JOURNAL OF MANAGEMENT & ORGANIZATION, 2022,
  • [3] Making sense of organizational structure change: a practice-based approach
    Rosenberg, Age
    Keller, Margit
    BALTIC JOURNAL OF MANAGEMENT, 2016, 11 (04) : 452 - 472
  • [4] Making sense of organizational change: Voices of older volunteers
    Lie M.
    Baines S.
    VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 2007, 18 (3) : 225 - 240
  • [5] Symbolic Convergence or Divergence? Making Sense of (the Rhetorical) Senses of a University Wide Organizational Change
    Ba, Lina
    Zhao, W. G. Will
    FRONTIERS IN PSYCHOLOGY, 2021, 12
  • [6] Making Sense of Organizational Actions with Virtue Frames and Its Links to Organizational Attachment
    Rhee, Seung-Yoon
    Dutton, Jane E.
    Bagozzi, Richard P.
    JOURNAL OF MANAGEMENT SPIRITUALITY & RELIGION, 2006, 3 (1-2) : 34 - 59
  • [7] Sense making, futures work and the global emergency
    Slaughter, Richard A.
    FORESIGHT, 2012, 14 (05): : 418 - 431
  • [8] Knock, Knock; Who's There?: Making Sense of Organizational Entrance Through Humor
    Heiss, Sarah N.
    Carmack, Heather J.
    MANAGEMENT COMMUNICATION QUARTERLY, 2012, 26 (01) : 106 - 132
  • [9] Get a Grip on Sense-Making and Exploration Dealing with Complexity through Serious Play
    Hansen, P. K.
    Mabogunje, A.
    Haase, L. M.
    2009 IEEE INTERNATIONAL CONFERENCE ON INDUSTRIAL ENGINEERING AND ENGINEERING MANAGEMENT, VOLS 1-4, 2009, : 1593 - +
  • [10] Organizational Development Goes Digital: Applying Simulation to Organizational Change
    Lyons, Joseph B.
    Jordan, Jeremy
    Faas, Paul
    Swindler, Stephanie
    JOURNAL OF CHANGE MANAGEMENT, 2011, 11 (02) : 207 - 221