To prepare for this Collaboration:

Review Pye's (2005) account of the retail manufacturer's CEO two ‘phases' of leading the organisation.
Reflect on Pye's (2005) recasting of leadership as sense-making.

Identify as many of the stakeholders in the case as you can, and try to define and compare their perspectives and interests.

Consider the problems that arise from the case and how the notions of leadership as meaning-making, or sense-making, and resilience might be applied.

To complete this Collaboration

Address the following issues/questions:

How does the case present an example of sense-making in leadership? What were the benefits and unanticipated consequences of the CEO's approach, for himself and other stakeholders?

Could the resilience questioning put forth in the Margolis and Stoltz (2010) article have changed the outcome of the situation, and if so, how?