So far we have established that organizational storytelling is usefully understood as a response to the political problems and emotional complexities associated with shaping and directing the efforts of others. In addition we have considered the ways in which managers have been encouraged to regard stories as tools that can be used to secure control over the processes which shape thought and action at work. Examining sensemaking and sensegiving processes, we have reflected upon the different ways in which such accounts (a) conceptualise the essence of social organization, (b) construct stories, and (c) project the capacity of storytelling at work. In addition we have considered the manner in which poetic tropes ...

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