TY  - CHAP
AB  - Abstract 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.
VL  - 22
SN  - 978-1-78350-312-4, 978-1-78350-311-7/0897-3016
DO  - 10.1108/S0897-301620140000022005
UR  - https://doi.org/10.1108/S0897-301620140000022005
AU  - Huzzard Tony
AU  - Hellström Andreas
AU  - Lifvergren Svante
PY  - 2014
Y1  - 2014/01/01
TI  - System-Wide Change in Cancer Care: Exploring Sensemaking, Sensegiving, and Consent
T2  - Research in Organizational Change and Development
T3  - Research in Organizational Change and Development
PB  - Emerald Group Publishing Limited
SP  - 191
EP  - 218
Y2  - 2024/04/18
ER  -