The emotional dimensions of metaphors of change

Smollan, Roy K.

doi:10.1108/jmp-04-2012-0107

Cited by 14 publications

(28 citation statements)

References 49 publications

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“…Qualitative 46 92% Abolafia, 2010;Apker, 2004;Balogun, 2003Balogun, , 2006Balogun & Johnson, 2004Balogun et al, 2015;Bean & Eisenberg, 2006;Bean & Hamilton, 2006;Brown, & Humphreys, 2003;Chreim, 2006;Chreim & Tafaghod, 2012;Dawson et al, 2014;Dunford & Jones, 2000;Dutton et al, 2001;Gazi, 2013;Gioia & Chittipeddi, 1991;Gioia et al, 1994;Guiette & Vandenbernpt, 2013;Greenberg, 1995;Hensmans, 2015;Heracleous & Barrett, 2001;Hernes et al, 2015;Hope, 2010;Kezar, 2013;Kyriakidou, 2011;Isabella, 1990;Lockett et al, 2014;Luscher & Lewis, 2008;Maclean et al, 2014;Reissner, 2011;Riesenmy, 2010;Rouleau, 2005;Rouleau & Balogun, 2011;Smollan, 2014;Sonenshein, 2009;Sonenshein, 2010;Stensaker et al, 2008;Stensaker & Falkenberg, 2007;Stensaker & Meyer 2012;…”

Section: Referencesunclassified

“…Multiple groups 24 48% Apker, 2004;Bean & Eisenberg, 2006;Bean & Hamilton, 2006;Brown, & Humphreys, 2003;Chreim & Tafaghod, 2012;Dawson et al, 2014;Dutton et al, 2001;Gazi, 2013;Guiette & Vandenbernpt, 2013;Hensmans, 2015;Heracleous & Barrett, 2001;Isabella, 1990;Landau & Drori, 2008;Lockett et al, 2014;Reissner, 2011;Smollan, 2014;Sonenshein, 2009;Stensaker et al, 2008;Stensaker & Falkenberg, 2007;Stensaker & Meyer 2012;Thurlow & Helms-Mills, 2009;Weber & Manning, 2001;Wetzel & Dievernich, 2014 Middle managers only 10 20% Balogun , 2003Balogun , , 2006Balogun & Johnson, 2003Greenberg, 1995;Hope, 2010;Luscher & Lewis, 2008;Rouleau, 2005;Rouleau & Balogun, 2011;Teulier & Rouleau, 2013 Senior managers only 6 12% Balogun et al, 2015;Dunford & Jones, 2000;Gioia & Chittipeddi, 1991;Gioia et al, 1994;Gioia & Thomas, 1996;Maclean et...…”

Section: Referencesmentioning

confidence: 99%

“…Individuals responses to change 11 22% Balogun et al, 2015;Bartunek et al, 2006;Chreim, 2006;Kyriakidou, 2011;Greenberg, 1995;Landau & Drori, 2008;Riesenmy, 2010;Smollan, 2014;Stensaker & Falkenberg, 2007;Stensaker & Meyer, 2012; 2008 Implementation 5 10% Gioia & Chittipeddi, 1991;Gioia et al, 1994;Hensmans, 2015;Kezar, 2013;Marmenout, 2010;Middle Managers 7 14% Balogun, 2003Balogun & Johnson, 2003Dutton et al, 2001;Hope, 2010;Rouleau &Balogun, 2011 Narratives, discourse andstories 9 18% Abolafia, 2010;Brown & Humphreys, 2003;Dawson et al, 2014;Dunford & Jones, 2000;Gazi, 2013;Heracleous & Barrett, 2001;Reissner, 2011;Sonenshein, 2010;Teulier & Rouleau, 2013…”

Section: %mentioning

confidence: 99%

“…The other two studies in this group produced findings that related to individuals' responses to organizational change in two different ways. First, one study (Smollan, 2014) interviewed 24 individuals from various organizations, occupations and industries in order to explore their affective experiences about change. Smollan (2014) analyzed the metaphors individuals used to make sense of change and found that individuals' sensemaking about change included a broad spectrum of emotions.…”

Section: Individuals and Changementioning

confidence: 99%

“…First, one study (Smollan, 2014) interviewed 24 individuals from various organizations, occupations and industries in order to explore their affective experiences about change. Smollan (2014) analyzed the metaphors individuals used to make sense of change and found that individuals' sensemaking about change included a broad spectrum of emotions. Second, the other study (Balogun et al, 2015) used longitudinal interview data to explore how senior managers make sense of strategic change over time.…”

Section: Individuals and Changementioning

confidence: 99%

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The Insider Perspective: Three Emic Studies About Sensemaking and Organizational Change Over Time

Gover¹

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Scholars contend that our understanding of organizational change would benefit from research that more closely represents the lived reality of organizational change.Research on sensemaking is particularly valuable in this vein because of its focus on the individual's experience and understanding. Existing empirical work on sensemaking about organizational change, however, is largely based on retrospective interview data and/or focuses on a narrow window of time during change implementation and thus does not thoroughly consider how individuals' make sense of change over time. This thesis seeks to address this limitation through three complementary studies aimed at understanding how individuals make sense of organizational change over time from an emic (or insider) perspective. All three papers are interpretive process-oriented case studies, which use grounded theory data analysis techniques to analyze interview data for the same 26 hospital employees collected at three points in time over a five year period of organizational change. Paper one is about the interpretation stage of sensemaking. This paper identifies four stable sensemaking lenses and develops two new concepts related to how individuals make sense of organizational change over time: (1) sensemaking constancy and (2) sensemaking scope. Paper two considers sensemaking triggers and explores how individuals' retrospective sensemaking compares to their real-time assessments during change. Findings indicated that in "real-time" the experience of change varied in somewhat stable way between groups but that when "looking back" over the change, change agents tended to view the changes more positively than change recipients. Finally, paper three looks at the enactment stage of the sensemaking process iii and examines individuals' strategies for coping with excessive change. Coping (from cognitive appraisal theory) and sensemaking are positioned as overlapping processes that individuals use to make sense of and respond to excessive organizational change. Five patterns, or stories about how individuals cope with and make sense of excessive change over time, emerged. Taken as a group, the three papers contribute to the research and practice of organizational change by offering novel insights and theoretical contributions related to how individuals experience and make sense of change over time. iv Preface I, Laura Gover, am the sole author of this dissertation and the lead author of each of the three papers. At the time of the initial thesis submission all three papers had been submitted for publication consideration at peer review journals. These three submissions, and any proceeding publications, all list Laura Gover as the first author and Dr. Linda Duxbury (my thesis supervisor) as the co-author. Dr. Linda Duxbury provided valuable guidance throughout this research process primarily by providing feedback, partaking in spirited discussions about the research decisions and direction and by offering editorial support. Aside from my thesis supervisor there are no o...

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Section: Referencesunclassified

Section: Referencesmentioning

confidence: 99%

Section: %mentioning

confidence: 99%

Section: Individuals and Changementioning

confidence: 99%

Section: Individuals and Changementioning

confidence: 99%

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The Insider Perspective: Three Emic Studies About Sensemaking and Organizational Change Over Time

Gover¹

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Making Sense of Work through Collaborative Storytelling

Silva

Silva²

2022

Making Sense of Work Through Collaborative Storytelling

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Similar to social identities, each story and its narration is unique and yet relational and situated in a context of history, culture, and materiality. In this chapter, we explore local and global systems of narratives and their powerful influence on the stories and metaphors we tell and we are told to make sense of our embodied lived experiences. Through our theory of Collaborative Storytelling, we discuss how Collaborative Storytelling Activity, with the tool Collaborative Story Craft, expands individual and collective sensemaking at work to build inclusive narratives in organisational change.

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Unleashing the potential of metaphors: a categorization system for exploring return to work after maternity

Rapisarda,

Santoro,

Dal Corso

2024

Arch Womens Ment Health

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Purpose Return to work after maternity leave represents a radical change in women’s lives. This paper aims to present a new metaphor categorization system based on two studies, which could assist working mothers in expressing the nuances of their experience when returning to work after maternity leave. Methods We carried out the analysis of the metaphors according to the method for thematic analysis, through a multistep, iterative coding process. To ensure the researchers encode the data similarly, inter-coder reliability was achieved through the judges’ agreement method. The level of agreement between the two judges was measured by Cohen’s kappa. Results In Study 1, we established a system comprising ten metaphor categories (namely, Natural event and/or element, Challenge and destination, Movement and/or action, Fresh start, Fight, Game and hobby, Animal, Alternate reality, Means of transport, Hostile place). In Study 2, we recognized the same metaphor categories observed in Study 1, except “Means of transport”, even with data sourced from a distinct participant group, an indicator of credibility in terms of inter-coder reliability. Conclusion Findings highlight the usefulness of this new metaphor categorization system (named Meta4Moms@Work—Metaphors system for Moms back to Work) to facilitate a more straightforward elicitation of the meanings employed by working mothers to depict their return to work after maternity leave. Leveraging these insights, researchers/practitioners can develop and execute primary and secondary interventions aimed to enhance working mothers’ work-life balance, well-being, and mental health.

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The emotional dimensions of metaphors of change

Cited by 14 publications

References 49 publications

The Insider Perspective: Three Emic Studies About Sensemaking and Organizational Change Over Time

The Insider Perspective: Three Emic Studies About Sensemaking and Organizational Change Over Time

Making Sense of Work through Collaborative Storytelling

Unleashing the potential of metaphors: a categorization system for exploring return to work after maternity

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