The paper deals with how an ongoing continuous minor organizational change affectsmanagement and operating core (IT analysts and controllers), as well as the communicationbetween the actors in the middle of an implementation of a digital control tool. The study isqualitative and the respondents in the company are interviewed in the middle of the ongoingimplementation. This is beneficial as the answers become more truthful and the risk ofpost-construction and rationalization is reduced. Based on the acquired theory and empiricalevidence, we have found that the implementation of the new digital control tool affects theactors in different ways during the implementation process. We have also found out that theopinions are divided in several cases. The experience differs mainly regarding whether thestrategy is clear or not. The management believes that there is a clear strategy, while theoperating core (IT analysts and controllers) believes that it is unclear and that they are ratherencouraged to use the tool, but that there is no concrete execution plan for how to proceed.Communication, lack of time and lack of resources are commonly occuring and somethingthat should be addressed. Through meaningful communication and prioritization of resources,the company can streamline implementation, reduce human resistance and get the entireorganization on board with the change.

Inledning: Kontinuerlig organisationsförändring förekommer allt oftare i dagens organisationer, och kännetecknas av att förändringsprocessen inte har någon början ellerslut. I samband med att kontinuerlig organisationsförändring genomförs i organisationer kan det bidra till att anställda upplever en förvirrande och mångtydig känsla, eftersom förändring sker hela tiden. I dessa situationer är meningsskapande en avgörande faktor, vilken är en central aspekt inom symboliskt ledarskap. Studien undersöker därför symboliskt ledarskap i detta sammanhang, och fokuserar främst på hur chefer använder symboler och meningsskapande för att dämpa den tvetydighet som uppkommer. Syfte: Syftet med studien är att utveckla en förståelse för på vilket sätt chefer använder symboler och meningsskapande vid kontinuerlig organisationsförändring. Metod: Genom att använda oss av en kvalitativ forskningsmetod har vi genomfört enfallstudie med en abduktiv ansats. Det empiriska materialet har samlats in genom semistrukturerade intervjuer och från inspiration av en etnografisk studie. För att skapa en utvecklad förståelse för hur cheferna arbetar i den dagliga verksamheten är studien hermeneutisk. Slutsats: Studien har kommit fram till att symboler används av cheferna för att skapa mening men även för att förmedla samhörighet, trygghet och en gemensam syn. Symbolerna används genom kommunikation, synlighet och genom att arrangera diverse tillställningar. Meningsskapande blir viktigt eftersom det får anställda att känna mening inför de arbetsuppgifter som ska utföras. / Introduction: Continuous organizational change is increasing in today's organizations, and is characterized by change having no beginning nor end. In liaison with the ongoing organizational change being implemented in organizations it can cause employees feeling confused and ambiguous, since change occurs all the time. In these situations, sensemaking constitute an essential factor, which is a key aspect of symbolic leadership. The study therefore examines symbolic leadership in this context, and focuses on how managers use symbols and sensemaking to reduce the ambiguity that arises. Purpose: The purpose of the study is to develop an understanding of in what way leaders practice symbols and sensemaking during continuous organizational change Method: By using a qualitative research method, we conducted a case study with an abductive approach. The empirical material was collected through semi-structured interviews and from the inspiration of an ethnographic study. In order to create a developed understanding of how managers are working in the daily activities, the study use a hermeneutic approach. Conclusion: The findings of the study has concluded that symbols are utilized by managers in order to create meaning, but also to transmit togetherness, security and a mutual vision. The symbols are utilized through communication, visibility and by organizing various events. Sensemaking is thus important since it mediates how employees can feel meaningfulness for the tasks to be executed.