How Managers Can Conduct Planned Change in Self-organising Systems: Actor Network Theory as a Perspective to Manager’s Actions

Abstract

This article discusses why the majority of change initiatives in organisations fail in accomplishing the intended goals and expectations defined by its members and gives directions for a new perspective of organisational change and the leadership role of managers in this. First this paper carries out a literature review of notions from Weick’s sensemaking concept and Actor Network Theory to develop a perspective of emergent organisational change and the role played by managers. The limitation of the influence managers’ actions have in the organisational context is discussed. However, an important characteristic of the manager as a formal leader is also incorporated in this; leaders are able to reduce the equivocality of their followers and together with their followers they can construct new meanings by acting together. An important conclusion is that managers may become more effective in change processes when they are willing to step into the role of sensegivers.