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From Intended Strategies to Unintended Outcomes: The Impact of Change Recipient Sensemaking

City University, London, UK

Gerry Johnson

University of Strathclyde, UK

The tendency for intended strategies to lead to unintended consequences is well documented. This longitudinal, real-time analysis of planned change implementation provides an explanation for this phenomenon. We focus on the social processes of interaction between middle managers as change recipients as they try to make sense of the change interventions. We show the extent to which lateral, informal processes of inter-recipient sensemaking contribute to both intended and unintended change outcomes, and therefore the unpredictable, emergent nature of strategic change. The findings raise the issue of the extent to which it is possible to manage evolving recipient interpretations during change implementation.

Key Words: strategic change • sensemaking • middle managers • unintended consequences

This version was published on November 1, 2005

Organization Studies, Vol. 26, No. 11, 1573-1601 (2005)
DOI: 10.1177/0170840605054624


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