This article explores the symbolic aspects of change agency on a learning platform designed to facilitate system-wide transformation in cancer care. A sensemaking–sensegiving perspective is adopted to analyze the construction of meaning in interaction between the leader of a regional cancer center, senior physicians, and an action research team in relation to patient-centered care. The analysis suggests that the physicians, as change agents, made sense of the vision from three quite distinct discourses in relation to the development effort. We argue that although meanings reconstructed in development initiatives may well be far from shared, this by no means implies that they are dysfunctional.
Huzzard, T., Hellström, A. and Lifvergren, S. (2014), "System-Wide Change in Cancer Care: Exploring Sensemaking, Sensegiving, and Consent", Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 22), Emerald Group Publishing Limited, pp. 191-218. https://doi.org/10.1108/S0897-301620140000022005Download as .RIS
Emerald Group Publishing Limited
Copyright © 2014 Emerald Group Publishing Limited