SiteIcon Transition icon 50Leadership Transitions SiteIcon Merger icon 50Merge Cultures
SiteIcon Collaboration icon 50Social Change Collaborations SiteIcon Creative icon 50Expand Creativity


SiteIcon Transition icon 50“Albert provided invaluable assistance to UCare and to me as I planned my retirement after serving as CEO for 20 years.  He structured the knowledge transfer process so that I could clearly recall important events and issues from the past while also laying out the organization’s current challenges and opportunities.  By devoting some time to this process with Albert, I am able to leave UCare knowing that some of my knowledge and history will be available to help my successor succeed.  It is the best gift I can give UCare as I leave.  Thanks for your skill and support, Albert.”  Nancy Feldman, CEO, UCare


SiteIcon Merger icon 50“Amicus’ successful merger and integration within Volunteers of America was enhanced significantly by Albert’s intensive work with Amicus’ CEO Louise Wolfgramm and his emphasis with us on the key issues of culture and fit. His optics and analysis gave us comfort and confidence in proceeding with his recommendations for how to best integrate the two cultures. Albert’s work still guides me in decision making two years after our merger.”  Paula Hart, CEO, Volunteers of America, Minnesota, Wisconsin

SiteIcon Creative icon 50“One of the many things I appreciate about Dr. Albert Linderman is his ability to help people tackle wicked problems. He helps people examine and explore past experiences in light of current challenges to discover the knowledge and wisdom needed to create strategic future plans. Through application of his sense-making methods he helps groups develop hindsight, insight and foresight.”  Daniel J Pesut, PhD, RN, PMHCNS-BC, FAAN, Professor of Nursing Population Health and Systems Cooperative Unit Director, Katharine Densford International Center for Nursing Leadership


SiteIcon Transition icon 50I am so impressed with the rapport you had with every one. It must be part of your M.O. to get people to open up quickly and easily . . . This was the Cadillac of transitions. It is so much better than having the 2 CEOs overlap.”  Hilary Marden-Resnik, Chief Administrative Officer, UCare


SiteIcon Collaboration icon 50“Having worked with boards and organizations for 30 years, Albert’s sense-making approach to gaining alignment and surfacing each stakeholder’s mental models for faster group processing is the best I’ve seen.  Jeffrey Prottas, Woodbury Community Foundation


SiteIcon Creative icon 50“Albert is fantastic at coming up with what your experience was, then digging deeper to things you might not remember, His process kind of unveils it all, like maybe discussing your dreams or something. It’s the combination of who he is and the process he uses that allows that to happen. I consider the insights he brought to me in working with me as changing the trajectory of my work and career.”  David Hussman, CEO, DevJam, Minneapolis. Leaders in Agile software development


SiteIcon Transition icon 50“A tremendous amount of my own know-how wasn’t in our computer systems or on paper. What Sagis captured and organized through interviews and assignments was really remarkable. The ROI benefits are substantial…” Bruce Gjovig, CEO and Entrepreneur Coach, University of North Dakota Center for Innovation Foundation


SiteIcon Creative icon 50“As we brainstormed our mission and goals, Albert gracefully guided us through a sense-making process of listening deeply to each other.  This was new to most of us as lawyers!  But it was so important as we embarked on our goal of creating an organization that served advocates for victims of violence across borders.  Albert’s methods and skills greatly accelerated our strategic development as an organization.” Cheryl Thomas, CEO, Global Rights for Women


SiteIcon Transition icon 50SiteIcon Collaboration icon 50“As health care becomes ever more complex, health care delivery systems and educational organizations need strong leaders who can navigate these increasingly dynamic environments. However, as seasoned leaders begin to retire or younger people with less experience are brought on board, the leadership wisdom of experienced leaders needs to be captured so that lessons learned over a professional career can be shared with the next generation of leaders.

Albert Linderman’s work with Sensemaking Methodology (SMM) offers a powerful way to do just this. What often distinguishes experts from those less skilled are the mental models and systems thinking they use, sometimes intuitively. Through an interactive and iterative process, Dr. Linderman uses SMM to elicit the knowledge and insights of experienced leaders so that they can be shared with others. Common themes in the leadership work can be identified, as well as the leader’s role that can then be used to help newer leaders focus on key practices and processes.   As a nursing leader who was interviewed by Dr. Linderman, I can attest to the effectiveness of this approach in identifying key themes in my work and my leadership that are now serving as a basis for helping other nurse leaders tackle challenging issues.”  Joanne Disch, Ph.D., FAAN, Past Chair of the Board, AARP, Past President, American Academy of Nursing, Past Dean and Professor ad Honorem, University of Minnesota School of Nursing