This paper investigates how participants in cross-functional project groups use a formal work method in their sense making when dealing with the complexity of innovative work, especially in its inventive phase. The empirical basis of the paper is a prospective case study in which three project groups in three different companies are followed as they try to frame and solve their innovation tasks consisting in problems of a relatively general and vague character. The data are analyzed by means of a modified version of the principles of grounded theory. This means that the lessons drawn from the empirical data are guided by a relational sense making perspective in which the formal method used by the participants is seen as a technological artifact. Among the lessons learned by using this frame of reference are that a formal method may be seen as an entity with a meaning depending on the relations it is embedded in; as an enacted cue for interpretation and action; and as a non-human actor. Compared to the tradition of organizational development, these lessons represent an alternative conception of the implementation of a work method and illuminate prevailing notions about the importance of improvisation in innovation
