Sensemaking and identity management amidst major organizational change

Organizational change is inevitable and its impacts will affect all members, albeit to different degrees. These changes also bring about uncertainty, especially as it pertains to one's organization-based identities. However, when studying change and identity, organizational communication scholars have often missed studying the interplay of one's many organization-based identities and how these are made sense of and managed amidst major organizational change. This thesis employs a phronetic-iterative methodology to analyze 16 semi-structured interviews with U.S. graduate students to understand how they have made sense of and managed their organization-based (i.e., graduate student, teaching assistant/instructor, department, university) identities after the COVID-19-induced transition to fully online education in Spring 2020. Analysis of this data suggested that participants used two types of ideal self discursive resources to make sense of and manage these identities, while also experiencing their sensemaking and identity management processes in two distinct stages. Additionally, participants revealed the importance of organizational places as it pertained to making sense of this change and its impacts. With these findings, this thesis extends theoretical work surrounding sensemaking, identity, and place, especially as it pertains to organizational change and providespractical recommendations for organizational leaders in academia to assist some of their highly impacted and identity-precarious populations--graduate students.