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I am a bike-sharing activist at New Mexico State University (NMSU) and am using quantum storytelling, as well as ethnographic, methods to study its bike-sharing implementation process. Moreover, quantum storytelling is, by its very nature, an intervention into the process it observes and, in this case, utilized as a means to encourage the university-governing entities to support and fund a bike-sharing program. Quantum storytelling is formally defined as “the interplay of quantum understandings with storytelling processes,” including their counternarratives (Boje, 2014, p. 100). It is not human dramatic action simply put into text or context. Rather, it is establishing a pattern of assemblages of actants – human, nonhuman (animals, plants, etc.), and material (in this case, bikes, paths, and so on) – and providing a storytelling that accounts for their inseparable spacetimemattering (Boje, 2014; Boje & Henderson, 2014). Additionally, quantum storytelling helps make explicit what Heidegger (1962) calls fore-having, fore-structuring, fore-conception, fore-telling, and fore-caring (as developed Boje, Svane, & Gergerich, in review). It allows for antenarrative preview of the way to operationalize bike-sharing through visual media, including pictures, documents, five-year plans, campus maps, bikes, and the riders themselves. Through this presentation, I will show embodied practices stemming from quantum storytelling, and do so using both a Barthean S/Z and Bojean antenarrative analysis of the bikeshare implementation process.

This chapter proposes a quantum relational process philosophy as an approach for studying organization-in-becoming as a world-creating process. Furthermore, the quantum relational process philosophy is tied to quantum storytelling. Whereas the quantum relational process philosophy outlines a philosophy of a processual ontology, epistemology, and ethic, quantum storytelling provides the storytelling medium through which such an ontology, epistemology, and ethic emerges through articulation and actualization. As such, the two approaches are introduced as inseparable from each other.

The focus of this chapter is to unfold the ties between the quantum relational process philosophy and quantum storytelling through the perspective of the quantum relational process philosophy itself.

The proposed quantum relational process philosophy is defined as Being-in-Becoming. Thereby, this approach is suggested as an alternative to the “Being” perspective and the “Becoming” perspective or at least as a further development of the becoming perspective. These latter two perspectives present two different ways of viewing organizational change: development and transformation.

The being perspective relies on substance ontology acknowledging the existence of entities: that “which is.” In substance ontology, however, entities such as individuals and organizations are viewed as existing in themselves in fixed space-time frames. This view entails a rather static and stable ontology, perceiving the organization as a ready-made world of stable, unchanging entities. This perspective is often referred to as the approach of building the organizational world through intervention and control of change.

As a contrast, the becoming perspective relies on a process ontology while the organization is perceived as a sea of constant flux and change through which the organization emerges on the way. In this process-oriented perspective, attention is directed toward “that which is becoming.” In this perspective, the organization is perceived as a world-making phenomenon emerging through ceaseless processes of transformation. This approach is often referred to as the dwelling approach, that is, to dwell in the world-making phenomenon letting it happen. This perspective tends to ignore that which exists, that is the ready-made forms, and only focus on that which is becoming.

In this chapter, the proposed being-in-becoming perspective views the tension between being and becoming as a dialectical interplay that is decisive to organizational transformation. However, in the being-in-becoming perspective, “entities” are viewed from a quantum perspective whereby being-in-becoming differs from the substance ontology in its view of the nature of “entities.” In this perspective, the organization is viewed as a dialectical interplay between, at the one hand, the organizational form(ing) of life and, at the other hand, the aliveness of unfolding and transforming living life-worlds of being-in-the-world in fluid space and open time. This dialectical interplay is conceived as central in organizational world-creating processes.

The aim of the chapter is to develop a conceptual framework of a quantum relational process philosophy that embraces the dialectics of transforming organizations. The contribution is to be capable of understanding the performative consequences of dialectic to organizational transformation viewed from the being-in-becoming perspective of the quantum relational process philosophy.

Through the contribution of Heidegger, Hegel, Aristotle, and Boje, and further enriched by Barad, Bakhtin, and Shotter, a conceptual framework is developed for understanding, analyzing, and problematizing dialectical organizational world-creating.

This framework is called “Fourfold World-Creating.” The fourfold world-creating framework keeps the dialectic of organizational transformation at its center while it at the same time take into consideration the dialectical interplay of ontology, epistemology, and ethic. In this sense, the framework is proposed as quantum relational process philosophy. The incorporation of ethic in the quantum relational process philosophy represents an additional contribution of the chapter.

The fourfold world-creating framework is furthermore suggested to be conceived as a quantum relational process philosophy of the antenarrative dimension in David Boje’s quantum storytelling triad framework encompassing: (1) the narrative, (2) the living stories, and (3) the antenarrative. In his recent research, David Boje has a developed a dialectical perspective on his storytelling framework. Following in line with this thinking, this chapter suggests viewing (1) the narrative as the ready-made form, (2) the living stories as the living life-worlds, and (3) the antenarrative as fourfold world-creating.

In this sense, the proposed dialectical fourfold world-creating framework and its embeddedness in the quantum relational process philosophy contributes to our understanding of the research contributes of antenarrative storytelling in organizational studies.

As findings, the chapter proposes what could be considered as ontological, epistemological, and ethical key constituents in dialectical organizational world-creating. The contribution of these findings encompasses an analytical framework for (1) understanding the dialectical, transformative movements of the organization as well as (2) analyzing and problematizing the cease of dialectical tensions that seems to lock the organization in a particular state of being, only capable of repeating and reproducing its ready-made world in fixed space-time frames.

The focus of this chapter is quantum dialectical storytelling and its contribution to generate anticipatory knowledge of the future through the intra-play between the ante-narrative and the anti-narrative. The theoretical framework on quantum dialectical storytelling is based upon Boje’s triad storytelling framework interfused with Hegelian dialectics and Baradian diffraction. Through the inspiration of Judith Butler’s performative theory, Riach, Rumens, and Tyler (2016) introduce the concept of the anti-narrative as a critical reflexive methodology. By drawing on Hegel’s work on the dialectical phenomenology of critical reflexive self-consciousness, a dialectical pre-reflexive and reflexive framework emerges as intra-weaving modes of being-in-the-world toward future.

This paper aims to offer an analysis of the British Petroleum (BP) Prudhoe Bay environmental disaster. The primary purpose is to elucidate the fivefold of antenarrative in sensemaking environmental accidents. The analytic framework enables organization to envision futures where they want to be, and work to get there as more socially responsible companies.

The authors conducted an intertextual analysis of texts by ascribing voice and affiliation to each antenarrative. The multiple voices and antenarratives quoted within the texts were compared and coded and theme analysis was conducted over time to understand dynamics and see if organizational learning was occurring.

The antenarrative method generated several findings: BP is faulty beneath in how they conceive of safety, lacking foresight. BP executives leave out elements of safety, a fore having that does not include what needs to be prepared for. BP foretells that it is socially responsible, yet the reality of events seems contradictory. Within fore structure, some of BP’s leaders deny or ignore claims of critics through intertextual connections of events. By fore caring, BP mediates the problem in response to the disaster and critics. Their sensemaking in this case is more retrospective and reactive than prospective.

Organizations can avoid environmental disasters and negative backlash by adopting practices that provide more transparent discourse and greater accountability. The fivefold of antenarrative serves as a storytelling framework to promote care by using trial and error problem solving on future bets.

To date, few intertextual analyses have been performed to study organizations. By applying a fivefold antenarrative storytelling framework, which reflects new advances in storytelling theory, the authors offer an original perspective on environmental accident sensemaking.

This chapter is about quantum storytelling and improvisation and how to use quantum storytelling as an improv theater for social change. Quantum storytelling, in its fore-caring, is about producing an ethics of care where none exists. In the quantum storytelling theater for change, we envision a stage with human and non-human actors (animals, plants, quantum wave/particles) and ways to collapse waves of quantum potentiality into new possibilities for human survival, for posthumanist survival.

We will assert that this happens through improvisation: something called “quantum storytelling with improv.” Our example for this chapter is a theater company we created in Las Cruces, NM, called “Veterans Theater” in which improv is the performance approach. Boje teaches in the belly of the beast (the Business College) at New Mexico State University, a course called “Leadership Is Theater in Society” that uses improv. It is not only about improv but it is also based on Theater of the Oppressed (Boal, 1979, 2002) and Improvisation for the Theater (Spolin, 1983); it also draws from Pedagogy of the Oppressed (Freire, 1970) and Rules for Radicals (Alinsky, 1971), both of which call on improv as a process for social change. Improv is a vital leadership skill in complex polycultural systems, which is the future of business. Leadership theory is dead. Get over it! Or, resurrect it with improv!

In this chapter, Sande Leadership will be introduced as an approach to getting leaders beyond the dominant narrative to a balance between authentic-self and stakeholder needs. Gender roles, ethics, norms and values, and political skills have become dominant narratives for various industries and their leadership addressed by the Sande Leadership model.

The model is an area of opportunity that addresses management social sustainability. Leadership development in management education will be the focus in the classroom, and leadership professional development will be the focus in organizations. In both industries, policy development for sustainable practice will be explored in the development of business scorecards used to measure sustainable practice in organizations.

This intervention study outlines the continuing journey of a university towards its sustainability potentiality. We introduce the importance of sustainable development and link it to our intervention study of potentiality for sustainability from a Heideggerian phenomenological perspective. Through a case study of sustainability at New Mexico State University, we provide an insight into the development of a new dimension of university sustainability interface. This interface exists in terms of a dialogic of sustainability, as it relates to the balancing of competing needs, such as efficiency, heart, and brand identity. An important aspect of this interface is intervention, highlighting new possibilities for the top administrators regarding the university's goals and environmentalities. A qualitative and interpretive approach using ontological storytelling inquiry is employed. Data for the study were collected through in-depth interviews with university members from all hierarchical levels. This article raises interesting ontological issues for sustainability researchers, and has implications for strategy as practice.