Sensemaking in OrganizationsThe 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. |
Contents
The Nature of Sensemaking | 1 |
Seven Properties of Sensemaking | 17 |
Sensemaking in Organizations | 63 |
Copyright | |
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Academy of Management accuracy activity Administrative Science Quarterly ambiguity analysis argue argument arousal attention battered child syndrome become behavioral confirmation beliefs Burns and Stalker choice cognitive commitment communication complex concept context create crucial culture Daft decision discussion effects emotion enactment environment ethnomethodology example expectations experience extracted cues focus frame Hawick hindsight bias idea ideology implies important individual influence interaction interpretation interruption intersubjective issues less manipulation meaning mental models occasion for sensemaking occurs oligopoly ongoing organizational behavior organizational culture organizational sensemaking organizational studies organizational theory outcome paradigm perceived perception person perspective plausible Pondy Porac predictable problem rationality reality response retrospect routines self-fulfilling prophecies sense sensemaking processes sequence shared situation social construction social psychology Staw stories strategic structures subjectivity suggests symbolic interactionism talk theories of action things tion uncertainty understanding Weick words York