Sensemaking and identity: the interconnection of storytelling and networking in a women's group of a large corporation.

Based on the action research model of inquiry, this article is an interpretive ethnographic case study, exploring the power of narratives as a sensemaking device for members of a women's resource network in a large corporation during a time of significant organizational change, and the influence of storytelling on the networking practices of its members. Data are based on participant observation, formal and informal interviews, focus groups, and document analysis, including presentations, meeting notes, and e-mail correspondence. Drawing on the concepts of sensemaking, identity construction, and habitus, analysis of the members' stories suggests three key conclusions: reliance on collectively constructing stories; use of stories to deal with ambiguity and anxiety; and use of stories to construct and regulate identity. When viewed through a narrative lens, these results illuminate the interconnection of storytelling and networking strategies in a women's resource network that provides a hybrid of both expressive and instrumental benefits.

Keywords: action research; identity; narrative; networking; sensemaking; women

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It was the annual meeting of a women's resource network within a large American corporation, called here Tritech. Tritech is a US$6 billion Fortune 500 global leader in information technology. The women's resource network has been in place at Tritech since the early 1990s and is a registered nonprofit organization (U.S. 501c3 tax-exempt charity) with six chapters, each with its own board of trustees. (1)

Historically, the main purpose of the network's annual meeting had been for chapter presidents to briefly review their prior year's programs as well as the plans for the coming year against the organization's vision, mission, and objectives:

* Vision: We are recognized as a thought leader and advocate for women's issues.

* Mission: We exercise our power to effect positive change by supporting women in their personal and professional growth within Tritech.

* Objectives: First, we support women in achieving career growth and advancement through professional development, mentoring, and networking. Second, we support women in achieving work-life balance through personal development.

The agenda for this year's annual meeting was a little different. A presentation handout outlining the leadership profiles of each chapter board, along with program information, had been distributed electronically in advance to all network members. At the meeting, a number of members were participating "live" in the auditorium of Tritech's headquarters and were treated to homemade cookies and muffins baked by two local members. Other members of various chapters participated via an audio link. I was attending the meeting at the headquarters' location in my role as an executive sponsor (2) of the network's largest chapter.

The meeting was called to order by one of the chapter presidents. She jokingly conceded that everyone's reading ability was above an elementary school level. So, rather than spend time going through the handout, she indicated that the annual meeting would be spent learning from a guest speaker how to "take the lead in our lives." She prefaced her speaker introduction with an account of the difficult organizational changes that Tritech had undergone in the past year. (3) Several names of former members were mentioned--many long-term Tritech employees, who had left the company as a result of "aggressive cost-cutting actions." I overheard one of the women seated nearby comment, "This is beginning to feel like a wake. I sure hope things lighten up soon."

The speaker was introduced, and she started her presentation with a discussion about choice, and the transformation that occurs when people move from weighing alternatives to creating and evaluating choices.

Did Anyone Die?

But that presentation is not the story I wish to tell. Rather, it is the background to the story. The real story of that meeting exists in my brief narrative encounter with a network member at the conclusion of the meeting. We were both filing out of the auditorium along with the other network members, and she remarked that the issue really wasn't about choices. She stated that she believed she had plenty of those. The issue for her was about dealing with the consequences--or as she said, "the what comes next"--of the choices she makes. As we walked down the hall toward our respective work areas, I asked her if she had a guiding principle that helped her deal with what comes next. She replied,

I ask myself, did anyone die? Of course, I've never had to answer

"yes" to that question. So, I figure I can deal with it. How bad

can it really be? ... I've tried to think that way ... think about

what really matters as we've been going through all these RIFs. (4)

It helps put things into perspective.

The directness and pragmatism of her perspective struck me. There was no sarcasm in her statement. She was not trying to be humorous. She was merely sharing a story about her basic mechanism for coping with life choices and, more specifically, with the organizational changes taking place at Tritech.

We paused at the elevator. Rather than pressing the button, she leaned against the wall and elaborated on her earlier comments:

I can deal with it, but it doesn't mean I like it. This [women's

resource] network has helped ... the times when I've really been

frustrated with what's been going on ... felt kind of powerless,

this group has helped. When the company seemed pretty

dysfunctional, I knew I'd always find a sympathetic ear [within

this group], and we'd find a way to make sense of it all. Even if I

do lose my job in the next round of RIFs, they [network members]

help me remember that I'm good at my job ... and I'm a good person

too.

She pressed the button for the elevator and, a few moments later, the doors opened. She stepped in and waved goodbye as I continued walking to the location of my next meeting.

ACTION RESEARCH METHODOLOGY AND BACKGROUND

The "Did Anyone Die?" story underscores the notion that narrative has a crucial function in our adaptation to and interpretation of the world in which we live. Past research, perhaps most notably from a symbolic interactionist perspective, has established the power of the narrative form and storytelling to create social reality. It is a form of meaning construction and transmission and, as such, "narrative can be described as a means of 'making sense' of our social world, and sharing that 'sense' with others" (Turner, 1999, pp. 78-79). Using narrative theory, this article explores the networking practices of female executives in the women's resource network of Tritech and the role narrative plays as a sensemaking device during a time of significant organizational change.

Research relating to the networking practices of women in organizations has focused primarily on access, or lack thereof, to informal interaction networks (Brass, 1985; Fernandez, 1981; Ibarra, 1992, 1993; Kanter, 1977; Lincoln & Miller, 1979; Morrison & Von Glinow, 1990). Few researchers have explored women's networks directly (Aldrich, 1989, and his study of networking among women entrepreneurs is an exception), and none to my knowledge have investigated specifically women's networking practices through a narrative lens. Moreover, although the network concepts of tie strength (Burt, 1992; Granovetter, 1973, 1982; Ibarra, 1997; Krackhardt, 1992; Marsden, 1990), expressive and instrumental benefits (Blau, 1977; Brass, 1985; Granovetter, 1973; Ibarra, 1993; Kanter, 1977; Lin & Dumin, 1986; Lincoln & Miller, 1979; Marsden, 1988; Seibert, Kraimer, & Liden, 2001), homophily (Brass, Galaskiewicz, Greve, & Tsai, 2004; Ibarra, 1992, 1993; Kanter, 1977), and integration, attitudes, and motivation (Albrecht, Irey, & Mundy, 1982; Moch, 1980) are useful in assessing networking practices, the majority of the network analytic literature provides little knowledge for the investigation of storytelling and its influence on women's networking practices that I am covering here.

The article is based on an interpretive ethnographic action research case study that began in 2003, in which I am a participant observer. Having served for 5 years as an executive sponsor for the women's resource network at Tritech, I developed a close and trusting relationship with the membership. I spent time with the women over extended periods in contexts in which the subjects normally operate at work. This degree of access is generally difficult for ethnographers to secure and afforded me dual insider and outsider status.

In the 2003 timeframe, Tritech was facing an unexpected leadership change. The chief executive officer (CEO) of the past 8 years announced suddenly that he would resign within a month. The financial fundamentals of the company had been weak for some time. Tritech had dropped off the radar screens of most industry watchers when a large telecommunications corporation, having bought Tritech for more than US$7 billion in the early 1990s, divested the company 5 years later after losing more than US$3 billion. Tritech continued to lose money at the rate of US$2 million per day, and there was a real possibility that the company would continue to languish, if not expire. At the time of the CEO's resignation announcement, much had been accomplished to transform the company, but there was a great deal more work to be done.