Affiliation:
1. Department of Management and Business, University of Redlands, U.S.A.
Abstract
A vivid illustration of shared storytelling, collective centring, and collective sense-making appears in this study of one non-profit organization. Organiza tional members identify two stories that express the collective sense and allow centring on the shared meaning. Sense-making in a structurally closed organ ization is demonstrated. Organizational dynamics and root metaphors are examined and several approaches to the analysis of organizational myth and story are utilized. Dissonance between organizational members and the presid ent is apparent even though the organization is rooted in a unitary reality.
Subject
Management of Technology and Innovation,Organizational Behavior and Human Resource Management,Strategy and Management
Reference30 articles.
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2. Myth Making: A Qualitative Step in OD Interventions
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