This chapter focuses on readiness, and on how to create a compelling case for change. In the first section we explore the processes by which readiness for change is created. Creating readiness and helping people to make sense of continuous change is also about communication. In the second section, we discuss Weick’s notion of sensemaking. This is an important notion for it helps us to understand the formation of identities achieved through social construction, as well as ways of organizing change when breakdowns or disruptive situations occur without warning. As you might recall from Chapter 1, we emphasized that at the heart of Weick et al.’s (2005) notion of ‘changing’ is that all things flow in a continuous process of organizing. The question is, how can we keep up the flow and continuity of a steady state in the face of a sudden disruption? In order to answer this question, we will introduce Weick’s original story of the Mann Gulch fire disaster, through which the ideas of improvisation and building readiness for dropping one’s own tools (dropping routines, dismantling dominant modes of decision-making, dropping habitual practices, revising outdated procedures, and intervening in the prevailing norms) emerge as imperatives for the organization to cope and be able to move on with continuous change.
Swipe to navigate through the chapters of this book
Please log in to get access to this content
To get access to this content you need the following product:
- Creating Readiness and the Notion of Sensemaking
- Macmillan Education UK
- Sequence number
- Chapter number