Managers need to keep awareness on complexity, equivocality and ambiguity of the discipline of managing. Organizations need managers who can take the lead and recede in the background, managers who can make tough decisions and carefully involve employees in the decision-making. This book builds on a social constructionist view on managerial sense making, attempting to broaden our view of what "good management" is. Through studies of 45 managers at the LEGO Company the author shows examples of how the managers made sense of seemingly contradictory demands. Three types of paradoxes were derived...