I am writting an article relating experiments in adapting small-group problem solving protocols (social psychology) to large-group methods (organizational development), but I lack theoretical support linking both approaches. Since Kurt Lewin both approaches seem to have evolved in different directions, as if they had nothing to do with each other.
This is a very interesting subject. I will contribute to the exchange of ideas presenting a special point of view for me: the sensemaking.
In a knowledge and values driven economy, it is important that we reexamine our conceptualizations of leaders and followers behavior. Considering leadership and followership as cognitive processes centered around solving complex, and most of the times ill-defined problems. Central to this problem solving effort is the role of sensemaking. More specifically, the sensemaking process is described as one that begins with problem identification, proceeds to an individual leader (singular) frame,
integrates additional perspectives (cumulative framing), and results in the construction of a final message for followers and other stakeholders. Weick (1995) is the most important author of this construct but Carmeli & Schaubroeck (2006), Boone & Hendricks (2009), and Uhl--Bien, Marion, & McKelvy (2007) speaks about making sense of collective leadership or leadership network.
Thank you for your comments. Although important, the leadership aspects are not the main concern of my doubts.
Thank you for the suggestion but, at a first glance, cannot find links to large groups (
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