Making Sense of Change: A Systematic Literature Review of Sensemaking During Organizational Change

Abstract

Abstract - This paper presents a Systematic Literature Review (SLR) on sensemaking as a core process in supporting adaptation during organizational change. It explores two main dimensions. First, it examines how individuals adapt by making sense of change through identity work, emotional processing, social negotiation, and learning from ambiguity and resistance. Second, the paper investigates the pivotal role of leadership in guiding collective sensemaking. It details how leaders act as ‘sense-givers’ by communicating strategic purpose while supporting individual interpretation, using powerful tools like narrative and dialogue to shape shared understanding, and aligning their words with tangible actions to build credibility. Crucially, effective sensegiving also requires listening to employee feedback and emotional responses, thereby acknowledging the limits of top-down influence. Together, these insights offer a more nuanced understanding of how sensemaking enables adaptive respons in organizational change.

Keywords - Sensemaking; Organizational change; Individual adaptation; Leadership communication; Collective sensemaking