To participate and influence the formation of sense making and meaning

Mais um texto muito bom de Esko Kilpi:

"Management thinking is moving towards an understanding of human action as a process of sense making. What an organization becomes emerges from the sense-making relationships of its members, rather than being determined by the choices of few powerful individuals.
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Many local interactions generate emergent outcomes that cannot be traced back to any specific management actions. Looking towards the future, we create what happens next, without knowing what will happen next.
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The key management capability is not being in control but to participate and influence the formation of sense making and meaning. It is about creating a context that enables connectedness, interaction and trust between people.
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Most people believe that the role of leaders is to choose strategic directions and then persuade others to follow them. A modern view of strategy is about exploration and experiments, a search process of trial and error. The openness to the possible through the search process leads to managers having to live with the paradox of being in control and not in control simultaneously.
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The fundamental dynamic of evolution is not competitive selection, but interactive cooperation. Management is then about self-influencing cooperation."

Trechos retirados de "The future of management"

Inversão e sensebreaking

Em "Reversal of Strategic Change" (de Saku Mantere, Henry Schildt e John Sillince, publicado por Academy of Management Journal 2012, Vol. 55, No. 1, 172–196), um tema interessante - de certa forma relacionado com a situação política em Portugal - quando se decide enveredar por uma estratégia e, depois, por vicissitudes da vida real, é-se obrigado a rejeitar essa estratégia e voltar à versão inicial, entretanto vilipendiada para legitimar a estratégia que ia ser implementada.
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Os autores apresentam esta figura:

Para propor uma mudança de estratégia é preciso quebrar a sua legitimidade (organizational sensebreaking), o vazio criado é preenchido por uma nova narrativa de posibilidades (sensegiving):

"The use of organizational sensebreaking creates “toxic strategy” as it undermines strategies by attaching negative meaning to them. This undermines the possibility of reversing a change later. Sensebreaking residuals limit the possibility of reconciling past and present interpretations, as new strategies have to avoid being associated with previous ones that still carry negative meanings. Previous strategies become “no-go zones” where their future sensegiving is concerned. In contrast, sensegiving residuals cause ambiguity, as organization members have to reconcile multiple desirable strategies, past and present.
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Sensebreaking does not only inhibit a reversal through its residual effect. Sensebreaking is also a risk when used in the reversal itself. Recollections of positive sensegiving may be remarkably fresh in reversal cases. The use of sensebreaking to induce change reversal can contradict sensegiving residuals."

Como não pensar no Syriza no poder antes e depois do OXI.
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Como não pensar nas cortinas de fumo lançadas (nacionalização do NB, por exemplo), para esconder o que está por trás destas coisas "Moody’s elogia aprovação do OE: “Elimina risco de eleições antecipadas”".

"Organizational sensebreaking resonates with the story of Hernán Cortés, a Spanish conquistador who burned his troop’s boats after landing in Mexico to prevent his men from staging a mutiny and escaping. Although his contemporary countrymen celebrated Cortés as a hero, his actions could also be characterized as a reckless gambit. Ethical considerations aside, the practitioner literature uses such stories to suggest that “sometimes we only move forward when there are no other options”"

ÚLTIMA HORA: Orçamento revisto. Moody’s elogia “inversão” do rumo do governo https://t.co/LLbgTWqqyE

— Observador (@observadorpt) February 25, 2016

Limites e insuficiências do BSC... and yet!

 Um artigo que nos remete para os limites e insuficiências da ferramenta Balanced Scorecard: “Technical and Organizational Barriers Hindering the Implementation of a Balanced Scorecard: The case of a European Space Company” de Fabienne Oriot e Evelyne Misiaszek”

“We believe that the development of the balanced scorecard raises several essential and interdependent questions. First, is the balanced scorecard, built on a cause-and effect relationship, realistic? We have shown how this representation can appear mechanistic and simplistic relative to the complexity which characterizes most organizations today, where stakeholders are numerous and interdependent, having multiple, circular interactions. Secondly can the balanced scorecard be considered a universal management technique? We have seen how national, organizational or professional cultures can put a brake on the implementation of such a tool.

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Whereas previous studies have focused mainly on the influence of national culture

on the use of the balanced scorecard, our research invites a deeper consideration of

the influence of the professional cultures that make up an organization.

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the BSC seems to be easier to implement in a crisis situation. But can it really be used as a cultural change lever in a more stable environment? There is no question of us bunching all organizations together and blanketing them with the interpretations that this research has lead us to formulate. The value of a tool can only be assessed according to the particular context within which it is used and according to its finalities. Each organization will choose the aim(s) the balanced scorecard is required to fulfil, with no a priori finality inherent in the system. In short, the results of this study are only hypotheses that require fuller, in-depth treatment, but they do corroborate a great many of the criticisms expressed in the literature.”

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Tendo a ver a minha experiência no uso do BSC em empresas, como a construção do mapa de confiança que nos permite fazer sentido do mundo que vamos vendo à medida que viajamos para o futuro. Até que ponto aquilo que vamos vendo, aquilo que nos vai acontecendo, é explicável à luz da orientação do mapa?

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Sim é o poema:

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"strategic plans function a lot like maps in which the crucial factor is not the map (or strategy) but the fact that you have something which will get you started on a path to the future. Once people begin to act (enactment), they generate tangible outcomes (cues) in some context (social) and that helps them discover (retrospect) what is occurring (ongoing), what needs to be explained (plausibility) and what should be done next (identity enhancement)."

"Leadership as the Enabler of Strategizing and Organizing" de Ian Colville e Anthony Murphy, publicado na revista "Long Range Planning" em 2006 (pp. 667-677).

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Sim é o reconhecer que a realidade não é matematisável e, em vez de fazer disso um problema, fazer disso uma restrição mais e continuar com criatividade e atenção.

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Sim, é o mapa que nos dá coragem para pôr os pés ao caminho.

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Sim, é o meio de comunicação que congrega as mentes, que facilita a convergência.

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O BSC é uma ferramenta, o seu uso para o bem ou para o mal, depende do utilizador. E muitos utilizadores acreditam num mundo onde existem respostas certas, claras, transparentes, únicas... eu... eu vou aprendendo a compreender e a viver num mundo sem certezas, basta recordar o trapezista.

Dissonânia cognitiva e sensemaking e sensegiving

"Campos e Cunha atribui declarações de Manuel Pinho a “dissonância cognitiva”" No site do Público de hoje.

Até pareço bruxo, afinal não fui só eu, que me interessei por ver a ocorrência por esse prisma. !!!