Making sense in “less-hierarchical” forms of organizing

Research suggests that, if removed, managerial hierarchy needs to be replaced with “something else”. This paper applies a sensemaking perspective to explore how managerial hierarchy can be replaced. Based on a longitudinal case study of an organization designed to avoid managerial hierarchy, we demonstrate how the lack of hierarchy opened up a sensemaking gap around the autonomy–alignment tension which was addressed in different ways over time. Our case shows how the organization gradually reverted to the hierarchical structures it initially intended to oppose. We argue that a sensemaking perspective can explain the rationale to this development and propose that less-hierarchical organizations need a broad range of context-specific, alternative sensemaking devices connecting to local experience to effectively guide action. • Sensemaking offers an alternative lens for understanding new forms of organizing. • “Less-hierarchical” organizations need to replace hierarchy with “something else”. • Alternatives to managerial hierarchy can take different forms, not only structural. • Effective sensemaking devices connect to experience and provide guidance for action. • Sensemaking devices can help putting paradoxical cognition and strategy into action.