Mind the gap. The relevance of postchange periods for organizational sensemaking

Abstract

Up to 70% of change initiatives fail. This poor rate of success seems to be caused by a flawed management of change. One of the lacunae for a proper understanding of this situation is the way in which organizations perceive their own change. The activities in self‐perception have a crucial impact on the long‐term success of ongoing change activities in organizations. However, very little is known about these processes at the point when change initiatives have taken place. Nonetheless, it is the moment of retrospection that defines the relevance and continued impact of previous decisions. This paper explores this gap by introducing a qualitative in‐depth case study at the national branch of a multinational communications company, analysed by means of sensemaking theory combined with sociological systems theory and neo‐institutionalism. The case shows how retrospection defines the corridor for future success and reveals a previously ignored momentum of change.