Navigating Organisational Change: Middle Managers’ Sensemaking Practices in a Malaysian Organisation

Noor Khairin Nawwarah Khalid and Aini Maznina A.Manaf
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Noor Khairin Nawwarah Khalid: Language Academy, Faculty of Social Sciences and Humanities, Universiti Teknologi Malaysia
Aini Maznina A.Manaf: Department of Communication, AbdulHamid AbuSulayman Kulliyyah of Islamic Revealed Knowledge and Human Sciences, International Islamic University Malaysia

International Journal of Research and Innovation in Social Science, 2025, vol. 9, issue 4, 2772-2792

Abstract: Sensemaking is critical for middle managers navigating organisational change, yet research on their sensemaking practices remains limited, particularly in the Malaysian context. This study examines how middle managers in a Malaysian organisation interpret and respond to change, drawing on the Communicative Constitution of Organisations The Montreal School (CCO TMS) theory. Using a qualitative approach, semi-structured interviews were conducted with 30 middle managers to explore their sensemaking strategies. The findings reveal seven key sensemaking practices: adopting a big-picture mindset, demonstrating empathy, reflecting on emotions, relying on Company Approved Procedure guidelines, engaging in storytelling, participating in change intervention programs, and utilizing internal communication channels. These practices enable middle managers to bridge the gap between senior leadership’s strategic vision and employees’ operational realities, fostering alignment and reducing resistance. The study highlights the crucial role of middle managers in facilitating successful change initiatives and underscores the importance of equipping them with communication and sensemaking resources. Organisations should prioritize structured communication strategies and leadership support mechanisms to enhance middle managers’ effectiveness in guiding teams through change.

Date: 2025
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