This paper explores how sensemaking theory offers a new perspective on HR's role during strategic change. As change in organisations today is less of a programme and more of a continuous cycle of business transformation, there has been a shift in focus to its underpinning, cognitive process of sensemaking. However, HR's role in developing sensemaking praxis in organisations is not widely researched to date. This paper addresses that gap. We draw on Eisenhardt and Sull's ‘simple rules’ whereby complex strategy praxis is reduced to a highly translatable, small number of key rules (2001). Through a diary study of middle managers engaging in strategic change, we investigate their real-time, lived sensemaking praxis. We conclude that HR have a significant contribution to play in developing an organisation's sensemaking praxis through four Simple Rules of Sensemaking: (1) plan creative discourse opportunities, (2) ensure leader-middle manager parity, (3) mutually direct sensemaking through ongoing re-planning and re-prioritisation, and (4) ensure leadership effort continues beyond the initiation of strategic change.

中文翻译：

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意义建构实践的简单规则：人力资源如何通过在组织中发展意义建构能力来促进战略变革

本文探讨了意义建构理论如何为人力资源在战略变革中的角色提供新的视角。由于当今组织的变革不再是一个计划，而是一个持续的业务转型周期，因此焦点已经转移到其基础的、意义建构的认知过程上。然而，迄今为止，人力资源在组织中发展意义建构实践中的作用尚未得到广泛研究。本文解决了这一差距。我们借鉴了 Eisenhardt 和 Sull 的“简单规则”，将复杂的战略实践简化为高度可翻译的少量关键规则（2001 年）。通过对参与战略变革的中层管理人员的日记研究，我们调查了他们实时、生动的意义建构实践。我们得出的结论是，人力资源在组织发展中发挥着重要作用'