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Sensemaking

Sensemaking is a process through which individuals and groups impose order on ambiguous, complex, or novel situations by retrospectively interpreting cues, constructing plausible narratives, and enacting environments that enable action.^[1] Developed primarily by organizational theorist Karl Weick in his seminal 1995 book Sensemaking in Organizations, the concept originated from studies of how people manage uncertainty in high-stakes settings, such as firefighting disasters and corporate change. At its core, sensemaking transforms raw experiences into comprehensible frameworks that support decision-making and behavior, distinguishing it from mere information processing by emphasizing social interaction, identity formation, and iterative learning.^[1] Weick outlined seven interconnected properties that define sensemaking: it is grounded in identity construction, where personal and collective self-concepts shape what is noticed and interpreted; retrospective, as meaning is assigned after events unfold; enactive of sensible environments, meaning actions help create the realities being understood; social, involving shared narratives with others; ongoing, as a continuous flow rather than discrete events; focused on extracted cues, prioritizing salient details over comprehensive data; and driven by plausibility, favoring believable explanations over absolute accuracy to facilitate timely responses. These properties highlight sensemaking's dynamic role in bridging perception and action, particularly in fluid contexts where traditional rationality falls short.^[1] The theory has broad applications across disciplines, including organizational behavior, where it explains how teams navigate crises like the 1949 Mann Gulch fire disaster analyzed by Weick; leadership studies, aiding in visioning and change management; and information science, informing knowledge creation in uncertain environments. More recently, sensemaking frameworks have been extended to pandemic response^[2] and digital transformation,^[3] underscoring its relevance in contemporary challenges. By focusing on how meaning emerges through interaction rather than objective truth, sensemaking provides a lens for understanding resilience and adaptation in both individual cognition and collective systems.^[1]

Fundamentals

Definition

Sensemaking is defined as the ongoing retrospective development of plausible images that rationalize what people are doing. This concept, coined by organizational theorist Karl Weick in his seminal 1995 book, emphasizes how individuals and groups interpret ambiguous or uncertain situations by constructing meaningful narratives from past events to guide current and future actions.^[4] The process is distinct from related concepts such as sensegiving, which refers to efforts by leaders or influencers to shape others' interpretations of events, and sense receiving, which involves the passive perception of external stimuli without active meaning construction.^[5]^[6] Unlike these, sensemaking highlights the active role of actors in fluid, ambiguous environments, where meaning is not simply received but dynamically built through social interaction and reflection to reduce uncertainty.^[4] A illustrative example is the 1949 Mann Gulch fire disaster in Montana, where 13 firefighters, including 12 smokejumpers, perished; survivors and analysts later retrospectively made sense of the rapidly changing fire behavior by developing shared narratives about escape strategies and environmental cues, underscoring how sensemaking can fail or succeed in high-stakes ambiguity. This active construction aligns with Weick's broader framework, including seven properties like enactment and plausibility, that distinguish sensemaking from mere information processing.^[4]

Key Properties

Sensemaking is characterized by seven key properties that distinguish it as a dynamic, interpretive process for navigating ambiguity. These properties, articulated by Karl Weick, provide the foundational attributes that shape how individuals and groups construct meaning from uncertain situations. They are: grounded in identity construction, retrospective, enactive, social, ongoing, focused on extracted cues, and plausibility-driven.^[4] Grounded in identity construction: Sensemaking is deeply tied to individuals' self-conceptions and roles within their contexts, influencing what they perceive and how they act. For instance, a manager's identity as a decisive leader may lead them to interpret ambiguous market signals as opportunities for bold action, thereby reinforcing their self-view. This property underscores that sensemaking is not neutral but shaped by who people believe themselves to be.^[4] Retrospective: Meaning emerges by looking backward at past events to impose order on the present and anticipate the future. In post-event debriefs, teams often reconstruct sequences of actions to explain outcomes, such as analyzing a failed project to justify revised strategies moving forward. This backward glance helps clarify what was ambiguous in real time.^[4] Enactive: Through their actions, people shape the environments they then seek to understand, creating a feedback loop where behavior constructs reality. For example, in organizational change initiatives, employees' collaborative discussions enact new norms that, in turn, inform their ongoing interpretations of the changes. This property highlights sensemaking as an active, world-altering process rather than passive observation.^[4] Social: Sensemaking is inherently communal, relying on communication, shared narratives, and collective validation to build plausible interpretations. Conversations among team members during a crisis, such as sharing stories of similar past disruptions, help co-create a unified understanding. Even individual sensemaking draws from social contexts to sustain meaning.^[4] Ongoing: Rather than a discrete event, sensemaking is a continuous flow interrupted and reshaped by new information. In dynamic settings like markets, interpretations evolve incrementally as fresh data prompts revisions, preventing stasis and allowing adaptation. This perpetual nature ensures responsiveness to shifting realities.^[4] Focused on extracted cues: Attention selectively latches onto salient signals from the environment, using them as anchors to build broader narratives amid overload. A pilot noticing a minor instrument fluctuation during flight might extract it as a critical cue, prompting checks that reveal larger issues. These cues serve as starting points for meaning construction.^[4] Plausibility-driven: Sensemaking prioritizes coherent, believable accounts over precise accuracy, especially under time pressure or ambiguity. In decision-making, leaders may favor explanations that align with existing beliefs, like attributing a sales dip to external factors for quick team reassurance, even if data is incomplete. This drive for viability supports action in uncertain environments.^[4] These properties are interconnected, forming a cohesive framework where, for example, social interactions ground identity while retrospective cues fuel enactive responses, collectively reducing equivocality—the multiplicity of possible interpretations—in ambiguous environments. Together, they emphasize sensemaking as an iterative, socially embedded effort to achieve actionable coherence.^[4]

Historical Development

Origins in Organizational Psychology

The roots of sensemaking lie in organizational psychology and related fields during the late 1960s and early 1970s, drawing on ideas from cognitive psychology and Gestalt theory that emphasized how individuals perceive and organize ambiguous information into coherent patterns. Cognitive psychology highlighted the limitations of human information processing in complex environments, influencing explorations of how organizational actors interpret uncertain stimuli. Similarly, Gestalt theory, originating in the 1920s, focused on holistic perception and the drive to form meaningful wholes from fragmented experiences, providing a framework for interpretive processes in organizations. Key precursors include Herbert Simon's theory of bounded rationality (1957), which argued that decision-makers satisfice under constraints of incomplete information and cognitive limits in ambiguous settings, underscoring interpretive challenges in organizations. Complementing this, James March and Johan Olsen's garbage can model (1972) described organizational choice as a disorganized process where problems, solutions, and participants collide opportunistically amid ambiguity, emphasizing contextual interpretation in resolving uncertainty. These works laid groundwork for examining how ambiguity shapes behavior in organizations. Sensemaking further drew from early studies of organizational behavior, particularly David Silverman's The Theory of Organizations (1970), which critiqued positivist approaches and advocated a social action perspective to understand how actors construct meaning from organizational events.^[7] This reflected growing interest in how groups interpret equivocal events in uncertain environments, such as decision processes under flux. By the 1980s, organizational psychology shifted from positivist, objective paradigms toward interpretive ones, prioritizing subjective meaning-making and social construction in analyzing organizational phenomena.^[8] This transition, mapped in frameworks like Burrell and Morgan's (1979) distinction between functionalist and interpretive approaches, set the stage for syntheses of these ideas.

Karl Weick's Foundational Work

Karl E. Weick, the Rensis Likert Collegiate Professor Emeritus of Organizational Behavior and Psychology at the University of Michigan, established sensemaking as a central construct in organizational theory through his extensive scholarly contributions.^[9] His foundational text, The Social Psychology of Organizing, published in 1969 and revised in 1979, marked a turning point by reconceptualizing organizing not as a static entity but as a dynamic process of interpretation and action.^[10] In this work, Weick introduced sensemaking as the mechanism through which individuals impose order on equivocal information to enable coordinated behavior within organizations.^[11] Weick's theoretical innovations emphasized a shift from equilibrium-based models of organizations to fluid, process-oriented perspectives, where sensemaking emerges as an ongoing, retrospective activity that shapes reality.^[4] A core contribution was the concept of enactment, positing that actors do not merely respond to an external environment but actively create it through their actions, thereby bracketing and influencing what becomes sensible.^[12] He further integrated the role of narratives in sensemaking, arguing that storytelling serves as a primary tool for constructing plausible accounts of events, fostering shared meanings and continuity in organizational life.^[4] In Sensemaking in Organizations (1995), Weick synthesized these ideas into a comprehensive framework, drawing on empirical illustrations to demonstrate how sensemaking resolves ambiguity in everyday and high-stakes settings.^[4] His 1993 article, "The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster," provided a poignant application by dissecting the 1949 wildfire tragedy, revealing how disrupted cues, roles, and identities led to a breakdown in collective interpretation and action among smokejumpers. This analysis underscored sensemaking's vulnerability in crises, where the loss of plausible narratives and enacted structures can precipitate failure. Weick's approach has profoundly shaped qualitative methods in organizational studies, promoting ethnographic and narrative-based techniques to observe sensemaking as it unfolds in context, as exemplified by his in-depth case examinations that prioritize lived processes over abstracted variables.

Theoretical Models

Core Processes

The core processes of sensemaking form a cyclical model that operationalizes how individuals and organizations impose order on ambiguous environments through iterative actions and interpretations.^[1] This model, comprising enactment, selection, and retention, enables actors to actively engage with uncertainty rather than passively receive information.^[1] Enactment refers to the process by which people act to shape and discover elements of their environment, effectively creating the situations they subsequently interpret.^[1] Through enactment, actors bracket portions of the environment and intervene in them, turning potential ambiguities into tangible experiences that can be made sense of.^[1] Selection involves applying rules, cycles, and cues to evaluate enacted elements and retain plausible interpretations from among multiple possibilities, thereby guiding immediate responses.^[1] Retention captures these viable interpretations as stored knowledge or "maps," which institutionalize successful understandings for reuse in similar contexts.^[1] The cyclical nature of these processes creates feedback loops, where retained maps from prior sensemaking episodes inform and constrain future enactments, fostering ongoing adaptation.^[1] This can be visualized as a loop: enactment generates raw material for selection, which produces interpretations retained for stability, with retention looping back to influence the next cycle of enactment, ensuring progressive refinement over time.^[1] Collectively, these processes reduce equivocality— the presence of multiple, conflicting meanings in ambiguous data—by structuring experiences into coherent, actionable narratives that resolve interpretive multiplicity.^[1] In organizational change initiatives, enactment often manifests as experimenting with new routines, such as teams piloting altered workflows to probe emerging dynamics, which then feeds into selection and retention to stabilize the change.^[1] The seven properties of sensemaking, such as identity and retrospection, serve as enablers that facilitate the execution of these core processes.^[1]

Contextual Influences

Sensemaking is profoundly shaped by contextual factors that either trigger or modulate the interpretive process, including levels of uncertainty and ambiguity in the environment. In high-velocity settings, where events unfold rapidly and unpredictably, the demands on sensemaking intensify as individuals and groups struggle to impose coherence on equivocal information. Weick's 1993 analysis of the 1949 Mann Gulch fire disaster illustrates how such environments can lead to the collapse of sensemaking when cues are overwhelming and traditional structures fail, forcing actors to improvise interpretations under extreme pressure.^[13] Internal factors, particularly identity streams, further influence how interpretations are filtered and constructed during sensemaking. Personal and organizational identities serve as lenses that prioritize certain cues over others, shaping what is deemed plausible or actionable. For instance, in team settings, role-based identities—such as leader versus follower—guide how members extract meaning from shared experiences, often reinforcing collective narratives aligned with group roles. This identity construction is central to Weick's framework, where sensemaking not only responds to but also reaffirms who actors believe themselves to be. Social and cultural influences add layers to these dynamics through mechanisms like double interacts and affordances. Double interacts, described as reciprocal exchanges between actors that build shared understanding, form the foundational interpersonal processes in organizing and sensemaking, enabling the co-creation of meaning in ambiguous contexts. Complementing this, affordances represent the perceived action possibilities embedded in the environment, influenced by cultural norms and social structures, which actors draw upon to enact and interpret their surroundings. These elements highlight how sensemaking is inherently social, drawing on cultural affordances to resolve ambiguity collaboratively. A poignant example of these influences occurred in organizational sensemaking following the September 11, 2001, attacks, where national identity profoundly shaped corporate narratives and responses. In the aftermath, Wall Street trading firms leveraged American resilience and unity as identity anchors to restore operational meaning, framing disruptions through patriotic lenses that facilitated rapid recovery and collective action. This integration of national identity streams with social exchanges helped organizations navigate the heightened uncertainty, illustrating how broader cultural contexts amplify sensemaking triggers.^[14]

Applications

In Organizational Settings

In organizational settings, sensemaking plays a pivotal role in leadership and communication, particularly during mergers where leaders must align diverse teams through shared interpretations of change. Leaders engage in sensemaking to identify environmental cues, select relevant information, and reconstruct mindsets, thereby communicating urgency and reducing tensions to foster team cohesion.^[15] For instance, in mergers and acquisitions, emotional sensemaking influences how subsidiary roles and integration strategies are perceived, with misaligned interpretations arising from cultural and identity differences often leading to integration failures.^[16] The 1998 Daimler-Chrysler merger exemplifies such challenges, where opposing corporate cultures and management styles resulted in strategic and operational misalignments, ultimately contributing to the deal's dissolution in 2007.^[17] Sensemaking also bridges organizational learning by transforming experiences into knowledge creation, linking directly to Chris Argyris's concept of double-loop learning, where underlying assumptions are questioned to enable deeper adaptation.^[18] In this process, sensemaking facilitates dialogue and interpretation of weak signals from experiences, allowing organizations to move beyond single-loop corrections toward revising governing values and strategies for sustained learning.^[18] This integration supports knowledge creation by encouraging leaders to explore rival explanations and multiple perspectives, enhancing responsiveness in dynamic environments.^[18] In strategy formulation, retrospective sensemaking is employed during post-strategy reviews to interpret past actions and justify outcomes through narrative construction and group reflection.^[19] This process helps actors rationalize unanticipated results, aligning them with organizational goals and informing future directions, as seen in analyses of strategic failures where teams reflect on deviations from expectations.^[20] By organizing past flux into coherent patterns, it enables strategic renewal without solely relying on prospective planning.^[19] Empirical studies highlight middle managers' sensemaking as central to change processes, where they interpret restructuring initiatives, use symbols and metaphors to negotiate meanings, and influence implementation through dialectical interactions.^[21] In Balogun and Johnson's (2004) longitudinal qualitative study of a hierarchical-to-decentralized shift, middle managers reshaped strategic intent via storytelling and cultural negotiation, revealing how their sensemaking either legitimizes or resists change, thereby affecting adoption and organizational adaptation.^[21] This underscores sensemaking's reciprocal role in linking interpretive schemes to structural outcomes during routine organizational dynamics.^[21]

In Crisis and Uncertainty Management

Sensemaking plays a critical role in crisis and uncertainty management by enabling individuals and organizations to interpret ambiguous signals and coordinate responses amid high-stakes disruptions. In acute crisis scenarios, where events unfold rapidly and information is incomplete, sensemaking breakdowns often occur due to the misinterpretation of cues, leading to a collapse in coordinated action. For instance, Karl Weick's analysis of the 1949 Mann Gulch fire disaster illustrates how firefighters failed to make sense of changing environmental cues, such as the fire's behavior and escape options, resulting in the loss of 13 lives as their shared understanding disintegrated under pressure. Similarly, in the 1986 Chernobyl nuclear disaster, operators misinterpreted initial alarms and safety indicators as routine issues rather than indicators of a catastrophic failure, exacerbating the meltdown through delayed and misdirected responses. Post-crisis recovery relies on rebuilding sensemaking through the construction of shared narratives and the revision of identity cues to restore organizational coherence. Weick emphasizes that effective recovery involves collectively enacting new interpretations of the crisis to reaffirm core identities and adapt structures, preventing future breakdowns. A prominent example is NASA's response following the 1986 Challenger shuttle disaster, where the organization engaged in extensive sensemaking to reinterpret the event's cues—such as O-ring failures in cold weather—as signals of deeper cultural and procedural flaws, leading to updated safety protocols and a redefined engineering identity that prioritized risk communication. This process involved commissions and internal reviews that fostered shared narratives around accountability, enabling NASA to resume operations with enhanced resilience.^[22] In contemporary crises like the 2020 COVID-19 pandemic, sensemaking has been applied to organizational responses in volatile environments, highlighting the need for rapid enactment to address uncertainty as a primary trigger for interpretation challenges. Organizations worldwide used sensemaking to navigate lockdowns, supply chain disruptions, and remote work shifts by quickly interpreting health guidelines and economic signals into actionable strategies, such as pivoting to virtual operations. This rapid enactment allowed firms to build provisional shared understandings amid ongoing ambiguity, though it often revealed tensions between immediate survival needs and long-term identity preservation.^[2] Frameworks like Sally Maitlis's 2005 modes of organizational sensemaking provide structured insights into crisis contexts, identifying four primary forms—guided, fragmented, restricted, and identified—that describe how sensemaking unfolds socially under duress. In guided sensemaking, leaders or external experts direct interpretations to achieve consensus, which proved effective in some COVID-19 response teams for aligning actions swiftly. Fragmented modes, however, emerge when diverse cues lead to disjointed understandings, as seen in early Chernobyl operator confusion, potentially prolonging crises without intervention. Restricted sensemaking limits input to a few voices, risking oversights like those in Challenger's decision-making, while identified modes integrate broad stakeholder inputs for robust recovery narratives, as NASA employed post-disaster to update its identity cues. These modes underscore the importance of fostering inclusive, adaptive sensemaking to mitigate breakdowns and support recovery in uncertain conditions.^[23]

Distinctions from Similar Theories

Sensemaking differs from decision-making in its emphasis on interpretive processes that precede and shape choices, rather than assuming a rational evaluation of predefined options under expected utility theory. While decision-making typically involves forward-looking assessment of alternatives to maximize outcomes in a relatively stable environment, sensemaking addresses present ambiguity and equivocality by retrospectively constructing meaning from enacted experiences, often reducing uncertainty through ongoing social interaction before any formal decision occurs.^[1]^[24] In contrast to framing as conceptualized by Erving Goffman, which relies on static mental schemata or interpretive templates drawn from cultural repertoires to define situations, sensemaking is a dynamic, enacted process that continuously negotiates and alters meaning through real-time interaction and action. Goffman's frames serve as relatively fixed background structures that guide perception and conduct across contexts, whereas sensemaking involves fluid reframing of novel or ambiguous circumstances into actionable situations, prioritizing ongoing social construction over pre-existing cognitive filters.^[25] Sensemaking also distinguishes itself from situated cognition, particularly the extended mind thesis proposed by Clark and Chalmers, by foregrounding collective social enactment in meaning creation rather than individual cognitive processes extended through environmental coupling. The extended mind views cognition as functionally distributed between brain, body, and external artifacts like tools, often in affectless, problem-solving terms; sensemaking, aligned with enactive approaches, stresses relational, embodied, and normative engagement in social contexts, where meaning emerges from autonomous agents' interactions with their environment beyond mere instrumental extension.^[26] Unlike traditional narrative theory, which often focuses on retrospective storytelling to impose order on past events, sensemaking employs narratives both prospectively and retrospectively to navigate temporal complexities in ambiguous situations. In sensemaking, retrospective narratives draw on prefigurative cultural codes and past experiences for immediate coping, while prospective narratives configure holistic stories that integrate past insights with imagined futures to inspire novel actions, such as in crisis scenarios where actors weave events into forward-oriented plots before enactment.^[27]

Interdisciplinary Extensions

Sensemaking has been extended to human-computer interaction (HCI), particularly in the domain of information visualization, where it informs the design of tools that support users in processing complex data. In their seminal work, Pirolli and Card proposed a model of sensemaking as a iterative process involving a "foraging loop" for gathering and filtering information and a "sensemaking loop" for structuring and interpreting it, specifically tailored to intelligence analysts using digital interfaces. This framework highlights leverage points for technology, such as automated evidence marshaling and schema-based reasoning aids, to enhance analysts' ability to derive insights from visualizations. In cognitive science and artificial intelligence, sensemaking concepts have been adapted to explore human-AI collaboration, especially in explainable AI (XAI) systems post-2020. Researchers have reframed interpretability through sensemaking theory, emphasizing how explanations enable users to construct meaning from AI outputs rather than merely verifying them.^[28] For instance, studies show that feature-based explanations in XAI reshape users' sensemaking of data, influencing decision-making by integrating AI insights into human cognitive processes.^[29] This extension addresses the need for AI systems to support "machine sensemaking," where models interpret ambiguous environments in ways that align with human understanding, as seen in visual analytics tools for trustworthy AI. Public policy and media studies have applied sensemaking to analyze collective processes in online environments, particularly the spread of misinformation. During events like the 2024 U.S. elections, sensemaking frames misinformation not as isolated falsehoods but as shared interpretive efforts amid uncertainty, where communities co-construct narratives from fragmented information.^[30] Kate Starbird's 2023 analysis describes this as "collective sensemaking," where rumors and disinformation emerge from attempts to make sense of crises, influencing policy responses to digital threats.^[31] Such approaches underscore the role of platforms in either amplifying or mitigating distorted sensemaking, informing strategies for countering election-related disinformation.^[30] Recent extensions also appear in environmental policy, where sensemaking aids adaptation to climate change by helping organizations interpret uncertain risks and develop resilient strategies. Firms use sensemaking to process climate events, drawing on heuristics to assess operational impacts and formulate adaptation plans, as evidenced in studies of corporate responses to shifting environmental frames.^[32] This aligns with broader IPCC assessments on adaptation, which emphasize the need for interpretive processes to navigate vulnerability in coastal and urban systems, though explicit sensemaking models bridge gaps in implementing these recommendations.^[33] Grassroots applications further demonstrate how sensemaking, combined with education, fosters engagement and adaptive behaviors in climate-vulnerable communities.^[34]

References

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Organizing and the Process of Sensemaking - PubsOnLine
Sensemaking involves turning circumstances into a situation that is comprehended explicitly in words and that serves as a springboard into action.<|control11|><|separator|>
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Organizational sensemaking: A systematic review and a co ...
Sensemaking, whose founder and theorist is Karl Weick (1979; 1988; 1995; 2009), is considered as the process through which people assign meaning to issues ...
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Sensemaking in Organizations | SAGE Publications Inc
Karl E. Weick's new landmark volume, Sensemaking in Organizations, highlights how the sensemaking process--the creation of reality as an ongoing accomplishment.
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This paper reports an ethnographic study of the initiation of a strategic change effort in a large, public university.
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Jan 3, 2019 · From venture idea to venture formation: the role of sensemaking, sensegiving and sense receiving. From our analysis, we found evidence of ...
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The under-appreciated drive for sense-making - ScienceDirect
The view that perception and cognition seeks to make sense of the world has a long and varied history. For example, Gestalt psychology, a school of psychology ...<|separator|>
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Feb 18, 2024 · In Weick (2001), “sensemaking seems to follow roughly a sequence in which people concerned with identity in the social context of other actors ...
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Mar 2, 2017 · The four paradigms - Functionalist, Interpretive, Radical Humanist and Radical Structuralist - derive from quite distinct intellectual ...Missing: shift | Show results with:shift
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Karl Weick - Michigan Ross
Dr. Weick's research interests include collective sensemaking under pressure, medical errors, handoffs in extreme events, high-reliability performance.
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Author, Karl E. Weick ; Edition, 2, reprint ; Publisher, Random House, 1979 ; Original from, the University of Michigan ; Digitized, Nov 8, 2007.
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It is argued that commitment, capacity, and expectations affect sensemaking during crisis and the severity of the crisis itself. It is proposed that the core ...
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Leaders' Sensemaking in Communicating Organizational Change
Jun 19, 2023 · Using the perspective of sensemaking, this article provides a literature review assessing how leaders make sense of organizational change ...
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(PDF) Sensemaking in the context of MNC mergers and acquisitions
Jan 21, 2019 · Therefore, we develop a sensemaking approach that highlights the role of emotions to nourish an understanding emotions and sensemaking as ...
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Aug 6, 2025 · The presented paper deals with the failed merger of the German company Daimler-Benz with the US American company Chrysler Corporation.
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To engage in double-loop learning, organisations need to be actively asking questions ... Figure 2: Sensemaking and double-loop learning in change. Actively ask ...
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Sensemaking in strategy as practice: a phenomenon or a perspective?
In this chapter we review the various ways in which sensemaking is used in SAP research and elaborate its future potential to advance how we understand and ...<|control11|><|separator|>
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Post‐Failure Success: Sensemaking in Problem Representation ...
Aug 18, 2020 · To devise a plan, the “blueprint” (Simon, 1962), or problem representation for action, teams engage in retrospective sensemaking.
[18]
Organizational Restructuring and Middle Manager Sensemaking
Aug 6, 2025 · By having a policy of sense-making, planned changes by the organizations' managers were easily implemented by an employee through managerial ...
[19]
Do Shocks Change Organizations? The Case of NASA
Aug 22, 2011 · They show that NASA's analysis of the problems related to Challenger was inadequate to allow managers to make the causal inferences that ...<|control11|><|separator|>
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Sensemaking in the Time of COVID‐19 - PMC - PubMed Central - NIH
Sensemaking research often bounds the investigation of sensemaking to a focal event – for instance, a natural disaster or new organizational change initiative.
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A longitudinal study of the social processes of organizational sensemaking suggests that they unfold in four distinct forms: guided, fragmented, restricted, ...
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### Summary of Distinctions Between Decision Making and Sensemaking (Weick’s Perspective)
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... sensemaking, which concerns '[turning circumstances] into a situation ... This difference is well illustrated in the courtroom scene, where the framing ...
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Cognition or sense-making is the intentional and nor- mative engagement of the system with its environment. One of the basic propositions of the enactive ...
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Dec 9, 2022 · This paper contributes a narrative dimension for the temporality of organizational sensemaking. Reconciling sensemaking with a broader understanding of time.
[26]
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Jun 20, 2022 · In this paper, we propose an alternate framework for interpretability grounded in Weick's sensemaking theory, which focuses on who the explanation is intended ...
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Expl(AI)ned: The Impact of Explainable Artificial Intelligence on ...
Mar 3, 2023 · Our results indicate that the provision of feature-based explanations paves the way for AI systems to reshape users' sense making of information.
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Facts, frames, and (mis)interpretations: Understanding rumors as ...
Dec 6, 2023 · Frames, according to esteemed sociologist Erving Goffman, are mental schema that we use to interpret and give meaning to experiences. In ...
[29]
Organizational heuristics and firms' sensemaking for climate change ...
Jun 12, 2023 · Climate adaptation requires organizations to rely on sensemaking to understand climate events, implications for their operations, and develop a ...1 Introduction · 3 Data And Methods · 4 Findings
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Climate Change 2022: Impacts, Adaptation and Vulnerability
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Mar 7, 2024 · This study aims to explore how climate change education and sensemaking can lead to climate engagement and adaptive behavior at the grassroots level.