Empowering first-line managers as change leaders towards co-creation culture: the role of facilitated sensemaking

IMPACT

Implementing methodical co-creation as a new norm or social innovation in disability services takes more than regulatory policy steering or just delegating the change leadership mandate to first-line managers (FLMs). First, motivating and empowering FLMs requires sensemaking that is grounded in asset-based and sense-of-coherence approaches that both recognize and disturb their situated service narrative. Facilitated collective dialogues that are based on deep listening and salutogenic approach may help promote change towards the co-creative service culture. Second, pathological narratives that weaken FLMs’ motivation and perceived abilities may be gradually transformed to instead empower them for change leadership.

ABSTRACT

The authors analysed an ongoing service culture change in a strategically selected case. They illustrate how sensemaking can help to engender cultural change and, specifically, what sensemaking formats, approaches and strategies can have a transformative impact on first-line managers’ narrative. The article contributes to the literature with insights on leadership through sensemaking and how public bodies can act as ‘intelligent organizations’ to enhance service co-creation. In addition, the authors show how an action researcher can complement a middle manager in change leadership.

KEYWORDS:

• Action research
• change leadership
• cultural change
• co-creation in public services
• first-line managers
• sensemaking
• social innovation
• public sector reform‌

Acknowledgements

This study has received financing from the European Commission, the EU Framework Programme for Research and Innovation, Horizon 2020, within the project Co-creation in public service innovation in Europe (No. 770492).