SYMBOLISM AND STRATEGIC CHANGE IN ACADEMIA - THE DYNAMICS OF SENSEMAKING AND INFLUENCE

This study investigated the uses of sensemaking, influence, and symbol ism in launching a strategic change effort at a university. It employe d an ethnographic/interpretive approach in examining the ways that sym bols, metaphors, and various subtle influence processes were used to l end meaning to concepts and possible courses of action by a task force instrumental to the strategic change process. Two distinct researcher perspectives were used: an ''insider'' perspective employing several informants along with an active participant-observer and an ''outsider '' perspective employing several researchers. Both perspectives were b rought to bear as a means of countering the ''researcher arrogance'' t hat typifies organizational study by lending balanced voice to both in sider and outsider interpretations of events. The findings showed that sensemaking and influence emerged as fundamental processes in the ins tigation of strategic change. Both processes were symbolically based a nd varied in directionality over the life of the task force (internall y directed in the embryonic phases, and externally directed in the mat ure phases). Contrary to common wisdom, sensemaking and influence emer ged as frequently coincident, interdependent processes that were diffi cult to distinguish from each other. The discovery of the common symbo lic base for sensemaking and influence also indicated that symbols ser ved both expressive and instrumental roles: suggesting that the accept ed view of symbols as predominantly expressive devices does not presen t a complete picture of their dynamic nature. The use of symbolism als o was shown simultaneously to reveal and conceal different aspects of the change process, thus providing task force members the means to cir cumvent resistance while accomplishing desired action. Symbols and met aphors thus facilitated both cognitive understanding and intended acti on in attempting to ''reinstitutionalize'' a major public university v ia the strategic change process. Overall, the study suggests that effo rts to stabilize an organizational system in flux from the systematic upheaval represented by strategic change can be understood as the symb olic interplay between sensemaking and influence.