| This grounded theory case study used a social cognition and systems psychodynamics lens to explore how South African nongovernmental organizations (NGOs) make sense of transformative organizational change. In depth, semistructured interviews at an urban South African NGO provided evidence the sensemaking-sensegiving process during transformative organizational change is not an information processing, rational, linear process led by a charismatic leader. Results indicate a nonlinear sensemaking-sensemaking process to: (a) open psychological spaces within a flat organization-as-a-whole for formal and informal collective thinking, feeling, and decision-making, (b) establish an organizational culture facilitating understanding and consensus, and (c) probe conscious and unconscious thoughts and feelings as members move from reciprocating roles as sensegiver and sensemaker. This process cycles throughout the organization until there is understanding, consensus, and sustainable action. Exploring the sensemaking-sensemaking process of NGOs outside of those in EuroWestern countries provides insights for interventions to help them adapt their organizations more quickly and sustainably to meet shifting and complex societal needs and demands. |
