Abstract
PurposeThis conceptual paper aims to present a new, integrated model for change readiness that focuses on affective sensemaking among intra-organizational members. Change processes are often hindered by lack of preparedness, which can be justified by organizational members' emotional resistance to change and divergent understandings of its meaning. Our paper proposes a normative model depicting the interactive process between middle-managers and employees until convergence of meaning is achieved and the organization is ready to change.Design/methodology/approachThe authors offer a conceptual process model that describes how employees prepare for organizational change. The model illustrates how emotionally laden narratives enable employees to make sense of organizational change communicated by middle managers.FindingsThe sensemaking process is initiated by the negative emotions employees often experience when organizational change is first presented. Then middle managers must transform the negative felt emotions into positive valence via the strategic use of narratives that contain an affective component. This is done to increase the likelihood that convergent sensemaking takes place. Until this stage, intra-organizational members holding different perspectives about the need to change, engage in discussions in which the conflicting views are supported by the instrumental and systematic use of emotional tools with different valence.Research limitations/implicationsFirst, we contribute to the change readiness literature by offering a detailed process for managers to influence individual readiness for change in their organizations. Our paper proposes a normative model depicting the interactive process between middle-managers and employees until convergence of meaning is achieved and the organization is ready to change. Future work needs to empirically test our model.Practical implicationsWe contribute to the sensemaking literature by integrating positive and negative valence into the process for understanding organizational change. Finally, we contribute to our practical understanding of convergent sensemaking processes through the strategic use of narratives in organizations.Social implicationsOur paper proposes a normative model depicting the interactive process between middle-managers and employees until convergence of meaning is achieved and the organization is ready to organizational and social change.Originality/valueOur main contributions are three-fold. First, we contribute to the change readiness literature by offering a detailed process for managers to influence individual readiness for change in their organizations. Secondly, we contribute to the sensemaking literature by integrating positive and negative valence into the process for understanding organizational change. Finally, we contribute to our understanding of convergent sensemaking processes through the strategic use of narratives.