Leadership, Organizational Change and Sensemaking

Why This Book?Summary of contentsSummary of ConclusionsReferenceI: Leadership, Organizational Change and Sensemaking IntroducedWhat Are Leadership and Organizational Change?LeadershipLeadership TraitsBehavioral LeadershipSituational/Contingency LeadershipProcess Theories of LeadershipApproaches to ChangeNature of ChangeA Postmodern Perspective on Organization and ChangeReferencesWhat Is Sensemaking and How Can You Observe It in Practice?Qualitative ResearchReferencesEpiphanies and Crossing the Rubicon: The Drama of Moving from Old to New RealitiesThe Impact of Experience on My ThinkingThe Drama of the 'ah-ha!' MomentOxymoronsIt's Lonely Being the HeroIt's a One-Way Trip: You Can't Go from Knowledge Back to IgnoranceConclusionsNoteReferencesII: The Nine Elements of Leader SensemakingOntology: Creating RealitiesReferencesStorytelling: If You're Going to Tell a Story, Make It a Good OneAttributions of Significance and ah-ha! MomentsTipping PointsReferencesDisplacement of Concepts: Paradigm Shift or Paradigm Expansion?NoteReferencesPreunderstanding: A Little (or a Lot of) Knowledge Can Be a Dangerous ThingNo Preunderstanding of the MethodologySecond-Hand PreunderstandingPersonal Experience of Engaging with the MethodologyOvercoming Negative Preunderstanding - Creating a Memory of the FutureReferencesCognitive Dissonance: Burning Platform or Has Someone Burnt the Toast?The War RoomThe Goldilocks Principle of Cognitive DissonanceNoteReferencesCommitment Compliance - A Fusion of Forced Free WillWhat Does 'Full Time' Mean?But We're DifferentInitial Commitment Compliance Does Not Guarantee Continued ComplianceNoteReferencesDefensive Reasoning: Rationalizing Not RationalCompresence of Opposites: And Makes More Sense than orIs It Compresence or Is It Harmony?ReferencesInterpretation: Decide First, Justify LaterIII: Post-Engagement Sensemaking ObservedPost-Engagement Social Sensemaking: What Is History but a Fable Agreed upon
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