Strategic Change in a Pluralistic Context: Change leader sensegiving

Research points to the challenge of delivering strategic change in pluralistic contexts. We explore this through a real-time, qualitative case study implementation post-1992 United Kingdom university. Our findings enable us account for how leader can create sensegiving and sensemaking opportunities that influence others engage activities facilitate an orchestrated meetings-based process which also leads action consistent with intended goals. In doing so we contribute research on organizations, strategy meetings sensegiving.