ABSTRACT
This chapter focuses on listening for the organization events, crises, and windows of opportunity (some lost, some opened) such as occur when work group leaders resign, retire, are fired, are terminated, and so forth. Members of an organization also have many levels of awareness about the assumptions that actually govern their behavior. For instance, an organization may have leadership norms that are avowed and others that go unacknowledged and are even unmentionable. Executives and managers may claim they are leading according to the respectful, consensus-building management theory. As projection and externalizing defenses diminished, and as participants began to own or internalize their grief and displaced anger, they became better able to confront the new manager as a person whom they included back into the human race.
