Drawing on a longitudinal study of sensegiving in organizations, we investigate the conditions associated with sensegiving by stakeholders and by leaders. For each group, we identify conditions that trigger sensegiving and conditions that enable it. Integrating these analyses across organizational actors, we show that, generally: (1) the perception or anticipation of a gap in organizational sensemaking processes triggers sensemaking and (2) both discursive ability, which allows leaders and stakeholders to construct and articulate persuasive accounts, and process facilitators--routines, practices, and structures that give organizational actors time and opportunity to engage in sensegiving--enable sensegiving.