Sara E. Barry, Ph.D. is a 2022 graduate of the PHD Program in Leadership and Change at Antioch University.
Sara Barry at her Dissertation Defense.
From L-R: Dr. Lisa Day (on-screen), Committee Member, Dr. Elizabeth Holloway, Committee Member, Dr. Donna Ladkin, Committee Chair.
- Donna Ladkin, Ph.D., Committee Chair
- Elizabeth Holloway, Ph.D., Committee Member
- Lisa Day, Ph.D., Committee Member
ambiguity, board member, cartography, case study, culture, executive, health care, hospital, middle manager, perceived location of uncertainty, relational leadership, sensegiving, sensemaking, strategic organizational change, uncertainty
Leaders planning strategic change face significant ambiguity and uncertainty due to the complex, fast-paced, and volatile nature of organizational life. What one leader sees as an opportunity, another may view as a threat depending on their past experiences, their existing mental models, and their perceptions of uncertainty. Sensemaking and sensegiving theories provide a framework for how leaders retrospectively make sense of new and disorienting information through recursive cycles of interpretation, action, and learning, and seek to influence the meaning-making of others towards a shared vision of the strategic change. Despite decades of research using these theories, studies have yet to examine leaders’ perceptions of the locations of uncertainty (i.e., environmental, organizational, or individual) and how they impact leader sensemaking and sensegiving processes. Through a case study of a Vermont hospital, I reviewed documents and artifacts, observed meetings, interviewed leaders (i.e., trustees, executives, and directors) and developed an understanding of the hospital’s social/political/historical/cultural context. The study revealed that leaders perceived uncertainty around five trigger situations. Leaders varied in their perceived locations of uncertainty by their level of leadership with all leaders perceiving moderate to high environmental uncertainty, executives and directors perceiving significant organizational uncertainty, and directors most likely to identify individually located uncertainty. Similarly, the specific qualities of uncertainty and leader sensemaking processes varied by perceived location of uncertainty and level of leadership. Of note, leaders were not always able to recognize their own perceptions of uncertainty. The case revealed an unexpected finding in the hospital’s positive and relationally-oriented culture which served a protective effect in leader sensemaking of organizational change. Together, the study’s findings highlight the need for leaders to attend to the perceived location(s) of change-related uncertainty and proactively discuss them with other stakeholders to manage uncertainty and successfully achieve strategic organizational change. This dissertation is available in open access at AURA: Antioch University Repository and Archive, https://aura.antioch.edu/ and OhioLINK ETD Center, https://etd.ohiolink.edu/.
Barry, S. E. (2022). Locating Uncertainty in Hospital Leader Sensemaking and Sensegiving of Organizational Change: A Single Case Study. https://aura.antioch.edu/etds/876
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