Sensemaking in Organizations
The teaching of organization theory and the conduct of organizational research have been dominated by a focus on decision-making and the concept of strategic rationality. However, the rational model ignores the inherent complexity and ambiguity of real-world organizations and their environments. In this landmark volume, Karl E Weick highlights how the `sensemaking' process shapes organizational structure and behaviour. The process is seen as the creation of reality as an ongoing accomplishment that takes form when people make retrospective sense of the situations in which they find themselves.
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The Nature of Sensemaking
Seven Properties of Sensemaking
Focused on and by Extracted Cues
Driven by Plausibility Rather Than Accuracy
Occasions for Sensemaking
The Substance of Sensemaking
accuracy action activity ambiguity argue argument associated attention become begin behavior beliefs choice clear cognitive commitment common complex consistent construct context continuous create crucial cues decision defined definition describe develop discussion earlier effects emotion enactment environment example expectations experience explanations fact flow focus frame give happens idea identity images implies important individual influence interaction interest interpretation interruption intersubjective involves issues kind less look managers means meetings nature noticing object observation occasion occurs ongoing organizational organizations outcome paradigm past perceived perception person plans plausible positive possible predictable premises present problem produce projects prophecy question reality reason reference reflect relation response result retrospect Second sense sensemaking sequence shared situation social stories structures subjectivity suggests talk tend theory things tion uncertainty understanding values Weick