Dr Ronald Skea is Business Agility Senior Manager at Lloyds Banking Group and a Chartered Fellow of the Chartered Institute of Personnel and Development and a Fellow of the Chartered Management Institute, UK.

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• Part 1 Leadership, organizational change and sensemaking introduced 1. What are Leadership and Organizational Change? 2. What is sensemaking and how can you observe it in practice? 3. Epiphanies and crossing the Rubicon: The drama of moving from old to new realities Part 2 The nine elements of leader sensemaking 4. Ontology: Creating realities 5. Storytelling: If you’re going to tell a story, make it a good one 6. Displacement of Concepts: paradigm shift or paradigm expansion? 7. Preunderstanding: a little (or a lot of) knowledge can be a dangerous thing 8. Cognitive Dissonance: Burning platform or has someone burnt the toast? 9. Commitment Compliance: A fusion of forced free will 10. Defensive Reasoning: Rationalizing not rational 11. Compresence of Opposites: ‘and’ not ‘or’ 12. Interpretation: decide first, justify later Part 3 Post-engagement sensemaking observed 13. Post-engagement social sensemaking: What is history but a fable agreed upon Part 4 Conclusion – Influencing sensemaking 14. Sensemaking: recipes, plate spinning or web weaving?

Dr Ronald Skea is Business Agility Senior Manager at Lloyds Banking Group and a Chartered Fellow of the Chartered Institute of Personnel and Development and a Fellow of the Chartered Management Institute, UK.

Select Guide Rating

• Part 1 Leadership, organizational change and sensemaking introduced 1. What are Leadership and Organizational Change? 2. What is sensemaking and how can you observe it in practice? 3. Epiphanies and crossing the Rubicon: The drama of moving from old to new realities Part 2 The nine elements of leader sensemaking 4. Ontology: Creating realities 5. Storytelling: If you’re going to tell a story, make it a good one 6. Displacement of Concepts: paradigm shift or paradigm expansion? 7. Preunderstanding: a little (or a lot of) knowledge can be a dangerous thing 8. Cognitive Dissonance: Burning platform or has someone burnt the toast? 9. Commitment Compliance: A fusion of forced free will 10. Defensive Reasoning: Rationalizing not rational 11. Compresence of Opposites: ‘and’ not ‘or’ 12. Interpretation: decide first, justify later Part 3 Post-engagement sensemaking observed 13. Post-engagement social sensemaking: What is history but a fable agreed upon Part 4 Conclusion – Influencing sensemaking 14. Sensemaking: recipes, plate spinning or web weaving?

Dr Ronald Skea is Business Agility Senior Manager at Lloyds Banking Group and a Chartered Fellow of the Chartered Institute of Personnel and Development and a Fellow of the Chartered Management Institute, UK.

Select Guide Rating

• Part 1 Leadership, organizational change and sensemaking introduced 1. What are Leadership and Organizational Change? 2. What is sensemaking and how can you observe it in practice? 3. Epiphanies and crossing the Rubicon: The drama of moving from old to new realities Part 2 The nine elements of leader sensemaking 4. Ontology: Creating realities 5. Storytelling: If you’re going to tell a story, make it a good one 6. Displacement of Concepts: paradigm shift or paradigm expansion? 7. Preunderstanding: a little (or a lot of) knowledge can be a dangerous thing 8. Cognitive Dissonance: Burning platform or has someone burnt the toast? 9. Commitment Compliance: A fusion of forced free will 10. Defensive Reasoning: Rationalizing not rational 11. Compresence of Opposites: ‘and’ not ‘or’ 12. Interpretation: decide first, justify later Part 3 Post-engagement sensemaking observed 13. Post-engagement social sensemaking: What is history but a fable agreed upon Part 4 Conclusion – Influencing sensemaking 14. Sensemaking: recipes, plate spinning or web weaving?