ABSTRACT
This chapter explores some of the sources of the sense making cues that people extract to give meaning to their experience and to their current and future actions. The cues that are extracted from such sources provide a point of reference from which people make sense of the organization and from which their work emerges. The chapter explores the four different types of conversation and explains the different breakdowns. One of the most powerful ways for leaders to perform sense giving is through their intended conversations. The four types of conversations namely Initiative, Understanding, Performance, and Closure. Dialogue is another source of cues for sense making. By using the idea of a balance between "seeking to understand" and trying to be understood, Isaacs has developed four key principles that can foster dialogue: voicing, listening, respecting and suspending judgment. Another research stream closely connected to the area of embodied sense making is the study of sociomateriality and information technology.
