Collective Centring and Collective Sense-making in the Stories and Storytelling of One Organization
- 1 January 1995
- journal article
- Published by SAGE Publications in Organization Studies
- Vol. 16 (1) , 107-137
- https://doi.org/10.1177/017084069501600106
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.Keywords
This publication has 12 references indexed in Scilit:
- How remythologizing can revitalize organizationsOrganizational Dynamics, 1988
- The Quest for Organizational MeaningAdministration & Society, 1988
- Alternative RealitiesJournal of Humanistic Psychology, 1984
- Concepts of Culture and Organizational AnalysisAdministrative Science Quarterly, 1983
- The Uniqueness Paradox in Organizational StoriesAdministrative Science Quarterly, 1983
- Leadership: The Management of MeaningThe Journal of Applied Behavioral Science, 1982
- Myth Making: A Qualitative Step in OD InterventionsThe Journal of Applied Behavioral Science, 1982
- Personal Narratives ReconsideredJournal of American Folklore, 1981
- Educational Organizations as Loosely Coupled SystemsAdministrative Science Quarterly, 1976
- Toward an Understanding of Storytelling EventsJournal of American Folklore, 1969