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Sense making

In: Leading the board

Author

Listed:
  • Andrew Kakabadse

    (Cranfield University’s School of Management
    The Garvin School of International Management)

  • Nada Kakabadse

    (University of Northampton Business School
    Cranfield School of Management)

Abstract

Working in the same organization is no guarantee that common agreement exists on the challenges facing the organization or on how to move forward. Tension, mistrust, and pulling in different directions are an everyday reality. Ask a board or a group of senior managers about the market challenges and strains confronting the organization and you will hear a variety of views and opinions. In reality, the vision of the future does not need to be nailed down to the smallest detail. Events dictate that the best-paid plans can unravel. There are no watertight five-year plans. This is as it should be. No leader has a monopoly on wisdom. No board has all the answers. No chairman is omniscient. You need a strong empathy and a very powerful desire to identify with the goals and mission of the organization that you have been invited to chair. Lord Tom Sawyer

Suggested Citation

  • Andrew Kakabadse & Nada Kakabadse, 2008. "Sense making," Palgrave Macmillan Books, in: Leading the board, chapter 0, pages 47-70, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-58966-7_3
    DOI: 10.1057/9780230589667_3
    as

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