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I present a way of conducting open-ended interviews that I have used in my own research. Good preparation for interviews includes learning about the interviewee and their context beforehand, developing a list of potential follow-up themes, and various hygiene factors. During the interview, key practices include building psychological safety and earning professional respect, phasing questions appropriately, using various types of elaborating questions, tolerating long pauses, and recognizing that managers are rarely naïve interviewees. Analyzing interview data requires being mindful of the content rather than coding it mechanically, using theories to aide interpretation, and getting deeply engaged with the data.

This book on uncertainty comprises the initial volume in a series titled “New Horizons in Managerial and Organizational Cognition”. We asked Frances Milliken and Gerard P. Hodgkinson, two well-known scholars who have made important contributions to our understanding of uncertainty to join us in this opening chapter to introduce this project. The brief bios found at the end of this volume cannot do justice to the broad range of their contributions, but our conversation gives a flavor of the kind of insights they have brought to managerial and organizational cognition (MOC). The editors thank them for helping launch the series with a decisive exploration of what defining uncertainty involves, how that might be done, why it is important, and how the task is changing. We were interested to discover that all five of us are currently involved in research that considers the nature and impact of uncertainty, and we hope that readers similarly find that paying attention to uncertainty contributes to their current projects. Working together, we can advance understanding of organizational settings and effective action, both for researchers and practitioners.

If we want to improve managerial cognition, we need to capture the full spectrum of cognitive functions and the complex processes through which they unfold. I propose two very different methods (one older and low-tech, one newer and high-tech) that allow us to observe cognitive functions and processes directly in real time.

This paper aims to increase understanding of how emotional arousal could be used to enhance the adoption of new beliefs during a sensegiving episode.

Case study about the sensegiving tactics of a successful corporate coach and the reactions of 102 sense‐receivers. Data consist of 39 interviews, 95 hours of observation, a longitudinal survey, and informal discussions.

Two elements are recognized in sensegiving, which are: increasing sense‐receivers' level of emotional arousal; and cognitively associating that arousal with desired definitions of organizational reality. While the cognitive component determines the beliefs individuals come to hold, the emotional component influences how intensively they will hold these beliefs. Emotional arousal can be amplified in ways that are loosely coupled with the cognitive dimension of sensegiving.

The level of emotional arousal is assessed qualitatively through observations, interviews, and interpretation of open‐ended survey responses. Future research should use more objective measures for assessing the level of emotional arousal and replicate the findings of this study. In addition, future research should investigate different combinations of emotional and cognitive sensegiving that may lead to good results.

This study identifies a sensegiving approach that seems to work. Sensegivers can use these findings by first focusing on increasing sense‐receivers' emotional arousal and only then focusing on delivering their actual message.

Existing sensegiving studies have mainly focused on cognition and identity‐related dynamics and explanations. This study shows that emotional arousal is an alternative explanation for many of the previous findings.

The purpose of this paper is to increase understanding of the ways workers can actively make their own work experiences more meaningful.

The data consist of 29 interviews with people from three professions. The authors analyzed the interviews by coding the statements into first‐ and second‐order categories, and then aggregating them into theoretical constructs; and by recognizing relations between the constructs.

Workers try to increase the proportion of positive cues extracted from work to make their work more meaningful. The three main tactics for increasing the proportion of positive cues are cognitively emphasizing the positive qualities of work, developing competencies to be better able to produce positive outcomes and positive reactions from others, and influencing the work content.

This model provides a preliminary understanding of meaningfulness‐making, based on cross‐sectional interview data. Future research should use alternative methods, and verify and elaborate the findings.

Managers can promote workers’ sense of meaningfulness by coaching and enabling meaningfulness‐making tactics identified in this paper.

This paper presents alternative ways to achieve work meaningfulness that complement the previously recognized job crafting and sensemaking routes.

This book comprises the second volume in the recently launched New Horizons in Managerial and Organizational Cognition book series. Volume 1 (Sund, Galavan, & Huff, 2016), addressed the topic of strategic uncertainty. This second volume comprises a collection of contributions that variously report new methodological developments in managerial and organizational cognition, reflect critically on those developments, and consider the challenges that have yet to be confronted in order to further advance this exciting and dynamic interdisciplinary field. Contextualizing within an overarching framework the various contributions selected for inclusion in the present volume, in this opening chapter we reflect more broadly on what we consider the most significant developments that have occurred over recent years and the most significant challenges that lie ahead.

This research explores how investment and central bankers cope with strategic uncertainty when they anticipate prices. The uncertainty originates from others' decisions and their consequences, and cannot be meaningfully reduced to risk. The authors postulate that, in order to cope with this type of uncertainty, bankers use simple rules, also called heuristics. This study aims to identify such heuristics and the psychological processes that underlie them.

The authors interviewed 22 managers of teams tasked to anticipate prices, in two leading investment and central banks. The primary data came from in-depth, semi-structured interviews lasting 30–60 min, supplemented by our observations during the on-site visits, emails and phone calls when preparing the interviews, and reports published by the banks. Data were coded and heuristics were induced over multiple rounds by multiple researchers.

Bankers (1) construct simple game representations of markets, (2) make inferences to gauge opponents, (3) become alert when they see too much agreement and (4) communicate coherent narratives. Heuristics (1)–(3) are employed when the pace of decision-making is fast, whereas (4) is used for longer time scales. In sum, bankers exhibit reciprocal bounded rationality, wherein interaction partners are mutually aware of and adapted to the fundamental uncertainty of the task and their limited resources.

Heuristics for anticipating prices have not been studied empirically outside the lab. The findings may help integrate conceptualizations of heuristics in the simple-rules and fast-and-frugal-heuristics research programs and improve market efficiency.