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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).
Gary A. Klein and colleagues (Klein et al. 2006b) conceptualize sensemaking as a set of processes that is initiated when an individual or organization recognizes the inadequacy of their current understanding of events. Sensemaking is an active two-way process of fitting data into a frame (mental model) and fitting a frame around the data ...
In some cases, the hierarchical context makes difficulties for sensemaking and proposes a flow of downward negative feedback. Sensemaking process can be applied to explain why employees remain silence in the organization. Two sensemaking resources which are expectation and identity preclude employees from giving upward negative feedback.
From 1962 to 1965, Weick was an assistant professor of psychology at Purdue University in West Lafayette, Indiana.Six months after arriving at Purdue, he received a letter from John C. Flanagan congratulating him on being the 1961-62 Winner of the Best Dissertation of the Year Award in Creative Talent Awards Program sponsored by the American Institutes for Research.
Organizational metacognition is knowing what an organization knows, [1] a concept related to metacognition, organizational learning, the learning organization and sensemaking. It is used to describe how organizations and teams develop an awareness of their own thinking, [2] learning how to learn, [3] [4] [5] where awareness of ignorance can ...
Kathleen Sutcliffe is a management and organization theorist who is expert in the areas of organizing under uncertainty and ambiguity, sensemaking, and team dynamics. [16] ...
Holiday get-togethers often feature a lot of alcohol. If you’re trying to reduce your intake, here’s how to plan ahead and still have a celebratory holiday season.
Sketch of the Cynefin framework, by Edwin Stoop. The Cynefin framework (/ k ə ˈ n ɛ v ɪ n / kuh-NEV-in) [1] is a conceptual framework used to aid decision-making. [2] Created in 1999 by Dave Snowden when he worked for IBM Global Services, it has been described as a "sense-making device".