Sensemaking

Last updated

Sensemaking or sense-making is the process by which people give meaning to their collective experiences. It has been defined as "the ongoing retrospective development of plausible images that rationalize what people are doing" (Weick, Sutcliffe, & Obstfeld, 2005, p. 409). The concept was introduced to organizational studies by Karl E. Weick in the late 1960's and has affected both theory and practice. Weick intended to encourage a shift away from the traditional focus of organization theorists on decision-making and towards the processes that constitute the meaning of the decisions that are enacted in behavior.

Contents

Definition

There is no single agreed upon definition of sensemaking, but there is consensus that it is a process that allows people to understand ambiguous, equivocal or confusing issues or events. [1] : 266  Disagreements about the meaning of sensemaking exist around whether sensemaking is a mental process within the individual, a social process or a process that occurs as part of discussion; whether it is an ongoing daily process or only occurs in response to rare events; and whether sensemaking describes past events or considers the future. [1] : 268  Sensemaking further refers not only to a process, be it mental or social, that occurs in organizations but also a broader perspective on what organization is and what it means for people to be organized. [2] Overall five distinct schools of sensemaking/sense-making have been identified. [3]

Roots in organizational psychology

In 1966, Daniel Katz and Robert L. Kahn published The Social Psychology of Organizations (Katz & Kahn, 1966). In 1969, Karl Weick played on this title in his book The Social Psychology of Organizing, shifting the focus from organizations as entities to organizing as an activity. It was especially the second edition, published ten years later (Weick, 1979) that established Weick's approach in organization studies.

Weick's approach to sensemaking

Weick identified seven properties of sensemaking (Weick, 1995):

  1. Identity and identification is central – who people think they are in their context shapes what they enact and how they interpret events (Pratt, 2000; Currie & Brown, 2003; Weick, et al., 2005; Thurlow & Mills, 2009; Watson, 2009).
  2. Retrospection provides the opportunity for sensemaking: the point of retrospection in time affects what people notice (Dunford & Jones, 2000), thus attention and interruptions to that attention are highly relevant to the process (Gephart, 1993).
  3. People enact the environments they face in dialogues and narratives (Bruner, 1991; Watson, 1998; Currie & Brown, 2003). As people speak, and build narrative accounts, it helps them understand what they think, organize their experiences and control and predict events (Isabella, 1990; Weick, 1995; Abolafia, 2010) and reduce complexity in the context of change management (Kumar & Singhal, 2012).
  4. Sensemaking is a social activity in that plausible stories are preserved, retained or shared (Isabella, 1990; Maitlis, 2005). However, the audience for sensemaking includes the speakers themselves (Watson, 1995) and the narratives are "both individual and shared...an evolving product of conversations with ourselves and with others" (Currie & Brown, 2003: 565).
  5. Sensemaking is ongoing, so Individuals simultaneously shape and react to the environments they face. As they project themselves onto this environment and observe the consequences they learn about their identities and the accuracy of their accounts of the world (Thurlow & Mills, 2009). This is a feedback process so even as individuals deduce their identity from the behaviour of others towards them, they also try to influence this behaviour. As Weick argued, "The basic idea of sensemaking is that reality is an ongoing accomplishment that emerges from efforts to create order and make retrospective sense of what occurs" (Weick, 1993: 635).
  6. People extract cues from the context to help them decide on what information is relevant and what explanations are acceptable (Salancick & Pfeffer, 1978; Brown, Stacey, & Nandhakumar, 2007). Extracted cues provide points of reference for linking ideas to broader networks of meaning and are 'simple, familiar structures that are seeds from which people develop a larger sense of what may be occurring." (Weick, 1995: 50).
  7. People favour plausibility over accuracy in accounts of events and contexts (Currie & Brown, 2003; Brown, 2005; Abolafia, 2010): "in an equivocal, postmodern world, infused with the politics of interpretation and conflicting interests and inhabited by people with multiple shifting identities, an obsession with accuracy seems fruitless, and not of much practical help, either" (Weick, 1995: 61).

Each of these seven aspects interact and intertwine as individuals interpret events. Their interpretations become evident through narratives  – written and spoken – which convey the sense they have made of events (Currie & Brown, 2003), as well as through diagrammatic reasoning and associated material practices (Huff, 1990; Stigliani & Ravasi, 2012).

From decision-making to sensemaking

The rise of the sensemaking perspective marks a shift of focus in organization studies from how decisions shape organizations to how meaning drives organizing (Weick, 1993). The aim was to focus attention on the largely cognitive activity of framing experienced situations as meaningful. It is a collaborative process of creating shared awareness and understanding out of different individuals' perspectives and varied interests. Weick described the social and historical context in the late 1960s as being important in this shift from decision-making to sensemaking: "These ideas coincided with a growing societal realization that administrators in Washington were trying to justify committing more resources to a war in Vietnam that the United States was clearly losing. One could not escape the feeling that rationality had a demonstrable retrospective core, that people looked forward with anxiety and put the best face on it after the fact, and that the vaunted prospective skills of McNamara’s “whiz kids” in the Pentagon were a chimera. It was easy to put words to this mess. People create their own fate. Organizations enact their own environments. The point seemed obvious." [4]

From planning to action

Sensemaking scholars are less interested in the intricacies of planning than in the details of action (Weick, 1995, p. 55).

Uncertainty, ambiguity, and crisis

The sensemaking approach is often used to provide insight into factors that surface as organizations address either uncertain or ambiguous situations (Weick 1988, 1993; Weick et al., 2005). Beginning in the 1980s with an influential re-analysis of the Bhopal disaster, Weick's name has come to be associated with the study of the situated sensemaking that influences the outcomes of disasters (Weick 1993).

A 2014 review of the literature on sensemaking in organizations identified a dozen different categories of sensemaking and a half-dozen sensemaking related concepts (Maitlis & Christianson, 2014). The categories of sensemaking included: constituent-minded, cultural, ecological, environmental, future-oriented, intercultural, interpersonal, market, political, prosocial, prospective, and resourceful. The sensemaking-related concepts included: sensebreaking, sensedemanding, sense-exchanging, sensegiving, sensehiding, and sense specification.

Other applications

Sensemaking is central to the conceptual framework for military network-centric operations (NCO) espoused by the United States Department of Defense (Garstka and Alberts, 2004). In a joint/coalition military environment, sensemaking is complicated by numerous technical, social, organizational, cultural, and operational factors. A central hypothesis of NCO is that the quality of shared sensemaking and collaboration will be better in a "robustly networked" force than in a platform-centric force, empowering people to make better decisions. According to NCO theory, there is a mutually-reinforcing relationship among and between individual sensemaking, shared sensemaking, and collaboration.

In defense applications, sensemaking theorists have primarily focused on how shared awareness and understanding are developed within command and control organizations at the operational level. At the tactical level, individuals monitor and assess their immediate physical environment in order to predict where different elements will be in the next moment. At the operational level, where the situation is far broader, more complex and more uncertain, and evolves over hours and days, the organization must collectively make sense of enemy dispositions, intentions and capabilities, as well as anticipate the (often unintended) effects of own-force actions on a complex system of systems.

Sensemaking has been studied in the patient safety literature (Battles, et al. 2006). It has been used as a conceptual framework for identifying and detecting high risk patient situations. For example, Rhodes, et al. (2015) examined sensemaking and the co-production of safety of primary medical care patients.

It has been reported that remote work can interfere with the sensemaking process. [5]

See also

Related Research Articles

Within the realm of communication studies, organizational communication is a field of study surrounding all areas of communication and information flow that contribute to the functioning of an organization. Organizational communication is constantly evolving and as a result, the scope of organizations included in this field of research have also shifted over time. Now both traditionally profitable companies, as well as NGO's and non-profit organizations, are points of interest for scholars focused on the field of organizational communication. Organizations are formed and sustained through continuous communication between members of the organization and both internal and external sub-groups who possess shared objectives for the organization. The flow of communication encompasses internal and external stakeholders and can be formal or informal.

A process theory is a system of ideas that explains how an entity changes and develops. Process theories are often contrasted with variance theories, that is, systems of ideas that explain the variance in a dependent variable based on one or more independent variables. While process theories focus on how something happens, variance theories focus on why something happens. Examples of process theories include evolution by natural selection, continental drift and the nitrogen cycle.

<span class="mw-page-title-main">Narrative inquiry</span> Discipline within qualitative research

Narrative inquiry or narrative analysis emerged as a discipline from within the broader field of qualitative research in the early 20th century, as evidence exists that this method was used in psychology and sociology. Narrative inquiry uses field texts, such as stories, autobiography, journals, field notes, letters, conversations, interviews, family stories, photos, and life experience, as the units of analysis to research and understand the way people create meaning in their lives as narratives.

A high reliability organization (HRO) is an organization that has succeeded in avoiding catastrophes in an environment where normal accidents can be expected due to risk factors and complexity.

<span class="mw-page-title-main">Social psychology (sociology)</span>

In sociology, social psychology studies the relationship between the individual and society. Although studying many of the same substantive topics as its counterpart in the field of psychology, sociological social psychology places relatively more emphasis on the influence of social structure and culture on individual outcomes, such as personality, behavior, and one's position in social hierarchies. Researchers broadly focus on higher levels of analysis, directing attention mainly to groups and the arrangement of relationships among people. This subfield of sociology is broadly recognized as having three major perspectives: Symbolic interactionism, social structure and personality, and structural social psychology.

Karl Edward Weick is an American organizational theorist who introduced the concepts of "loose coupling", "mindfulness", and "sensemaking" into organizational studies. He is the Rensis Likert Distinguished University Professor at the Ross School of Business at the University of Michigan.

<span class="mw-page-title-main">Outline of thought</span> Overview of and topical guide to thought

The following outline is provided as an overview of and topical guide to thought (thinking):

Problematic Integration Theory is a theory of communication that addresses the processes and dynamics of how people receive, evaluate, and respond to information and experiences. The premises of PI are based on the view that message processing, specifically the development of probabilistic and evaluative orientations, is a social and cultural construction. In situations where there is agreement between probabilistic orientation and evaluative orientation, integration is in harmony, i.e., not problematic. However, when there is disagreement between these orientations about an object, then integration becomes problematic. This disharmony leads to conflict and discomfort, which can manifest itself as cognitive, communicative, affective, and/or motivational.

Symbolic behavior is "a person’s capacity to respond to or use a system of significant symbols". The symbolic behavior perspective argues that the reality of an organization is socially constructed through communication. Symbolic messages are used by individuals to understand their environment and create a social reality. When faced with uncertainty, individuals continually organize themselves within their group based reality and respond within that reality.

Bounded emotionality is a communications studies approach to dealing with emotional control in the workplace. Emotional control simply refers to how employers and employees handle the range of emotions that naturally occur in the workplace. These emotions can occur because of work, or they can be brought into work from an employee's home life. Bounded emotionality was proposed by Dennis K. Mumby and Linda Putnam.

The communicative constitution of organizations (CCO) perspective is broadly characterized by the claim that communication is not something that happens within organizations or between organizational members; instead, communication is the process whereby organizations are constituted. Specifically, this view contends: “organization is an effect of communication not its predecessor." This perspective is part of a broader constitutive view of communication arguing, "elements of communication, rather than being fixed in advance, are reflexively constituted within the act of communication itself".

The following outline is provided as an overview of and topical guide to social science:

Organizational Information Theory (OIT) is a communication theory, developed by Karl Weick, offering systemic insight into the processing and exchange of information within organizations and among its members. Unlike the past structure-centered theory, OIT focuses on the process of organizing in dynamic, information-rich environments. Given that, it contends that the main activity of organizations is the process of making sense of equivocal information. Organizational members are instrumental to reduce equivocality and achieve sensemaking through some strategies — enactment, selection, and retention of information. With a framework that is interdisciplinary in nature, organizational information theory's desire to eliminate both ambiguity and complexity from workplace messaging builds upon earlier findings from general systems theory and phenomenology.

Text and conversation is a theory in the field of organizational communication illustrating how communication makes up an organization. In the theory's simplest explanation, an organization is created and defined by communication. Communication "is" the organization and the organization exists because communication takes place. The theory is built on the notion, an organization is not seen as a physical unit holding communication. Text and conversation theory puts communication processes at the heart of organizational communication and postulates, an organization doesn't contain communication as a "causal influence", but is formed by the communication within. This theory is not intended for direct application, but rather to explain how communication exists. The theory provides a framework for better understanding organizational communication.

Antenarrative is the process by which retrospective narrative is linked to living story. For example, antenarrative bets on the future, which are things one imagines may come into being even if that imagination is not fully formed, draw on aspects of the past, those experiences someone has lived through, to form a coherent narrative, a telling with a beginning middle and end. In antenarrative theory the many ends of a narrative come first, then the elements of the past come next, leading to the creation of a narrative. Where causal logic in the hard sciences says the past leads to the present which results in the future; this reverses the temporal logic of causality, where many potential futures draw on different aspects of the past to generate narratives in the present. This is because antenarrative shifts the perspective taken when asking "why?" Where Causation in the physical sciences answers why with physical properties; antenarrative reorients why to embrace human intentionality, imagination, and agency.

A cosmology episode is a sudden loss of meaning, followed eventually by a transformative pivot, which creates the conditions for revised meaning.

<span class="mw-page-title-main">Kathleen M. Sutcliffe</span> American academic (born 1950)

Kathleen Sutcliffe is a Bloomberg Distinguished Professor of Medicine and Business at the Johns Hopkins University Carey Business School and School of Medicine and the Gilbert and Ruth Whitaker Professor Emerita of Business Administration at the University of Michigan Ross School of Business. She studies high-reliability organizations and group decision making in order to understand how organizations and their members cope with uncertainty and unexpected events, with a focus on reliability, resilience, and safety in health care.

Behavioral strategy refers to the application of insights from psychology and behavioral economics to the research and practice of strategic management. In one definition of the field, "Behavioral strategy merges cognitive and social psychology with strategic management theory and practice. Behavioral strategy aims to bring realistic assumptions about human cognition, emotions, and social behavior to the strategic management of organizations and, thereby, to enrich strategy theory, empirical research, and real-world practice".

Cognitive assets are tangible and intangible organizational assets that constitute sources of the cognition that is necessary for action coordination. These assets allow for the integrity and efficiency of the multiple conversions of individual knowledge into organizational knowledge.

While sensemaking has been studied by other disciplines under other names for centuries, in information science and computer science the term "sensemaking" has primarily marked two distinct but related topics. Sensemaking was introduced as a methodology by Brenda Dervin in the 1980s and to human–computer interaction by PARC researchers Daniel M. Russell, Mark Stefik, Peter Pirolli, and Stuart Card in 1993.

References

  1. 1 2 Brown, Andrew D.; Colville, Ian; Pye, Annie (February 2015). "Making Sense of Sensemaking in Organization Studies". Organization Studies. 36 (2): 265–277. doi: 10.1177/0170840614559259 . hdl: 10871/16256 . ISSN   0170-8406. S2CID   145461963.
  2. ↑ Kudesia, Ravi S. (2017-04-26), "Organizational Sensemaking", Oxford Research Encyclopedia of Psychology, Oxford University Press, doi:10.1093/acrefore/9780190236557.013.78, ISBN   978-0-19-023655-7 , retrieved 2024-01-30
  3. ↑ "Sense-Making/Sensemaking".
  4. ↑ Westwood, Robert Ian; Clegg, Stewart, eds. (2003). Debating organization: point-counterpoint in organisation studies. Malden, Mass. Berlin: Blackwell. p. 186. ISBN   978-0-631-21693-3.
  5. ↑ Tett, Gillian (June 3, 2021). "The empty office: what we lose when we work from home". The Guardian .
This page is based on this Wikipedia article
Text is available under the CC BY-SA 4.0 license; additional terms may apply.
Images, videos and audio are available under their respective licenses.