Middle managers play an important role when organizational change is to be implemented. The objective of this article is to identify what political tactics middle managers exert to influence change outcome. A qualitative study of middle managers in an insurance company reveals how middle managers through political actions influence the sensemaking of others, including their superiors. Drawing on sensemaking and sensegiving theory and political literature, middle managers' divergent actions during change implementation are examined. The findings suggest that middle managers have an influence on superiors' sensemaking by exerting the power of meaning. Middle managers mobilized resource power, such as expertise in the business, as a powerful platform for controlling the change process. The article allows insight into how skilled political actors operate. It contributes to the change literature by demonstrating a tight coupling between practice, politics, and change outcomes. It also expands our understanding of sensemaking and sensegiving by providing evidence for a tight coupling with power and politics.