The focus of is to make sensemaking a core leadership capability.

We help organizations – and the people inside of them – to take better, non-biased decisions, to implement change and to improve communication and cooperation across departments, profession and culture.


Working with communication, strategy development and implementation of change for almost 20 years, we have discovered one thing that really make a huge difference. Sensemaking.

Understanding sensemaking processes changes everything and can boost the outcome of almost everything you do – and if you don’t it seems to mess everything up!

The understanding of sensemaking is key to take better decisions. It’s at the very heart at improving leadership and the people side of change as sensemaking and human motivation are strongly intertwined.

Getting down to the bottom of sensemaking – and the self-awareness that follows – will make you able to understand and relate to yourself – and others – and what happens inside of us – on a whole new level. It will open up an entire new universe and give you a whole new set of possibilities. It’s like learning a whole new super language.

Change ahead isolated sign

MIT Sloan School of Management has identified sensemaking as a core capability of effective leaders. In a recent study MIT reveals that sensemaking capabilities correlate strongly with leadership effectiveness.


Sensemaking – or making sense of things – is something everybody does all the time. We look for patterns. We look for causes – and their effects. We look for explanations. We cannot help it. Sensemaking is what makes us human. Making sense of things might be one of our most fundamental needs – and it often serves us well. We normally become better at predicting outcomes and figuring things out.

But everything has a down side. Sensemaking also makes us biased. It profoundly affects our ability to make good decisions. It makes us opponents to change (that doesn’t make sense to us). It affects the way we communicate and makes it difficult to work together with people who are different from you.

And the tricky part is, we are rarely aware of it. Sensemaking is a neuro-automated, self-reinforcing, and repetitive process that we do not even recognize. In fact, it’s pretty hard to escape it. For this reason, we have to take sensemaking dynamics into account in most things that we do. It’s at the very core of human nature and it influences how we think, feel and behave.


“The human urge to make things make sense might be the strongest human motivational factor”

Albert Gjedde, Professor of Neurobiology and Pharmacology at University of Copenhagen


Understanding sensemaking is very important when you need to rethink and re-invent solutions and procedures. Sometimes your existing competences, skills, experiences, assumptions and perspectives stand in the way.


Understanding sensemaking is highly relevant if you have to co-create a new solution with people who are different from you and have very different goals and interests. This might be customers, citizens, users or employees.


Understanding sensemaking is important if you are in charge of change implementation of new strategy, new solutions, new procedures, systems and tools. Especially when you’re in a situation where nobody really seems to care.