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Over the past several decades, leaders and powerful ways for leaders to make sense of the
organizations have come to terms with the fact ambiguity-opportunity cycle is to tap the power
that change really is here to stay. Now it is time of one of humanity's oldest art forms ±
to move on. Truly successful leaders and storytelling. Through ``sensemaking'' and
organizations of the future will progress beyond ``sensegiving,'' leaders can use the raw materials
the mere recognition of the constancy of change of narrative to construct new ``organizational
to cultivating the qualities and skills that can sense.''
maximize the potential hidden within the change
Sensemaking and sensegiving defined
itself. Yesterday's mantra of ``Change or die'' will
Sensemaking/sensegiving is a process that
evolve into a new mantra for the future: ``Live to
``involves calling into question an obsolete
change.'' Organizations must stop characterizing
interpretive scheme, framing a new interpretive
change as a mere event to be endured and learn
scheme in understandable and evocative terms,
to tap the possibilities that emerge from change
providing guidance for action toward the
as teacher and transformer. Herein lies the future
incipient change and exerting influence to
± allowing change to shape the organization so
accomplish it'' (Gioia and Chittipeddi, 1995).
that the organization can shape change.
Change requires leaders and organizations to
embrace paradox and process ± ambiguity and ``Yesterday's mantra of
opportunity. In other words, for organizations to
remain open to new possibilities and `change or die' will evolve into
opportunities, they must learn to capitalize on
the role of uncertainty and ambiguity. These
a new mantra for the future:
forces form a cyclical pattern that successful
leaders welcome as they pursue their
`live to change'.''
organization's mission. In addition, it is
incumbent on leaders to provide ways for their In this definition, the leader is viewed as both
organizations to navigate and be transformed by iconoclastic and prescriptive. The leader is
this ambiguity-opportunity cycle. In doing so, iconoclastic, because he or she challenges the
they create organizations that tap the power of organization's cherished beliefs and paradigms.
change with flexibility and vigilance. With this challenge comes the invitation to
Dave Fleming is the director of Emerging
Leaders Institute, an executive coaching Two questions emerge at this point. First, examine outdated organizational constructions of
firm dedicated to the ongoing formation of meaning and activity. Beyond challenging these
twenty-first century leaders (www. how are leaders to create this type of change
emergingleadersinstitute.org). He develops environment? Second, what tools are already ideas, the leader must also invite employees to
learning-leader curricula and facilitates
present in the cycle that will assist them in this jettison some of them. Yet sensemaking/
``online'' and ``on-ground'' coaching for
individuals and organizations. environmental creation? One of the most sensegiving does not end here. The leader must
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also be prescriptive, providing the insights and plot, devalues its characters, and long ago Diagnosing
raw materials necessary to reform mindsets and exchanged its narrative urgency for the status When corporate stories are told, a leader must
practices essential to the newly emerging quo. A thriving organization sees its mission as seize these moments to point out important
opportunities. an ever-emerging story with all the necessary lessons learned through the events in the story.
The rhythm of ``letting go in order to twists and turns. This element of storytelling encourages
embrace'' is one of the most important gifts Effective leaders understand that organizational reflection ± where are we now? ±
leaders can offer their organizations. The season organizational narrative provides a ``location on and momentum ± where are we headed?
of ambiguity invites organizations to let go of the the map.'' Through storytelling, the leader can At a recent farewell party for a key employee
familiar and venture out into new and unknown help the organization understand where it is in my organization, the story of his hiring and the
waters. In helping organizations navigate this within the ambiguity-opportunity cycle and what events surrounding it was told. There were some
ambiguity, leaders are cultivating the qualities it will need to undertake the current humorous moments in the story and, as we
organizational competencies that will be required trek. laughed and renewed specific memories from
in the ``new land'' ahead. The message leaders that time in our history, the story momentarily
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Communicating inspiring the organization onward. Finding this campaign, he noted their willingness to adapt
Diagnosis alone is not enough. Leaders must narrative link between the story and the current along the way. Through the story, he called on
communicate in meaningful ways, or the situation is a leadership skill that requires his organization to appreciate and cultivate the
diagnosis becomes sterile and lifeless. Seizing cultivation. Watching for these moments and same disposition.
the ``teachable moment'' is critical in capturing seizing them with brevity and authenticity are Using this story gave the organization ways
the power of narrative as a tool for essential to the success of the process. to envision the adapting that was ahead. Along
communicating vision and meaning. Leaders can the way, there would be ``mountains,'' ``rivers''
communicate through narrative in two ways:
first, by listening to and telling stories; and ``Every individual life contains and ``friends and foes'' alike. The senior leader
pointed to the common values of the
second, by effectively interpreting these stories
to the organization.
characters, plots, scripts and organization as a starting-point for facing the
challenges that lay ahead. The organization now
Stories are told every day at work. By a host of other ingredients embraces the new vision and often refers back
Listening also enables the leader to craft tool for discerning direction Organizations and individuals must construct and
reconstruct meaning. The power of narrative is in
appropriate metaphors when communicating
vision. and creating meaning its ability to provide leaders with an essential
tool by which they can sense-make and sense-
Telling and then interpreting stories is
another powerful way to communicate meaning
both personally and give. Whether leading one person or thousands,
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