Managing how street-level bureaucrats make sense of the past: a case study of managerial sensegiving and its limits for policy intervention
研究以英格兰家庭中心为案例，分析一线管理者如何通过话语、物质和人员管理三种方式引导街头官僚理解过去改革，并揭示这些方式因记忆、基础设施和职业身份而受限。
Our study examines how frontline managers attempt to manage how street-level bureaucrats make sense of the past when implementing policy reform, using Family Hubs in England as an empirical case. Drawing on sensemaking theory, we identify three modes of managerial sensegiving: discursive, material, and people management practices. We show how: retrospective anchoring limits discursive sensegiving as professionals remember previous reforms; material inertia limits material sensegiving as legacy infrastructures constrain the credibility of new spatial cues; and normative filtering limits people management sensegiving as embedded professional identities lead staff to selectively resist managerial interventions in roles and routines.