Sense-making is map-making.
You don’t respond to events. You respond to what events mean.
Sense-making runs on questions.
The 6 Sense-Making Questions
#1. What’s happening?
You label situations.
- “This is a problem.”
- “This is unfair.”
- “This is an opportunity.”
Danger: Mislabel it. Mishandle it.
#2. Why is this happening?
You assign cause.
- “They don’t respect me.”
- “I messed up.”
- “This always happens.”
Danger: You invent causes disconnected from reality.
#3. What does this say about me?
You define identity.
- “I’m not good enough.”
- “I’m capable.”
- “I’m being overlooked.”
Danger: Events become verdicts.
#4. What does this mean about others?
You judge people.
- “They’re incompetent.”
- “They don’t care.”
- “They’re against me.”
Danger: Stories harden into assumptions.
#5. What happens next?
You predict the future.
- “This will blow up.”
- “Nothing will change.”
- “This could work.”
Danger: Guesses become decisions.
#6. What should I do now?
You choose a response.
- Avoid
- Confront
- Wait
- Act
Danger: Distorted perception drives destructive action.
Warning
You usually don’t notice your sense-making questions.
You feel the conclusions.
The Three Actions of Sense-Making
#1. Slow your response.
First explanations are distorted.
Pause. Ask, “What else could be true?”
#2. Test your story.
Sense-making requires several voices.
Say it out loud: “Here’s what I think is happening…”
Invite alternatives: “What else could be happening?”
#3. Test your solution.
“What assumptions are motivating this decision?”
More Questions
- What would my best self do next?
- What else could this mean?
- What’s behind this event?
Example
Framing drives action.
Label poor performance “lack of commitment” and you push harder.
Label it “burnout” and you offer support.
Leadership Challenge: What’s one way to test your strategy against reality.
Dangerous Stories Leaders Tell
The Overlooked Key to Leading Through Chaos
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This post was previously published on LEADERSHIPFREAK.BLOG and is republished with Creative Commons license.
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