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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 ).
Organizational sensemaking contrasts with organizational interpretation. When an organization interprets information, there is already a frame of reference in place and this is enough information for an organization to change course. Sensemaking occurs, however, when no initial frame of reference exists and no obvious connection presents itself.
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.
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".
After a seminal paper on sensemaking in the human–computer interaction (HCI) field was published in 1993 (Russell et al., 1993), there was a great deal of activity around the understanding of how to design interactive systems for sensemaking, and workshops on sensemaking were held at prominent HCI conferences (e.g., Russell et al., 2009).
The constructionist approach to information behavior research creates space for contextualizing the behavior based on the social experiences of the individual. One study that approaches information behavior research through the social constructionist approach is a study of the information behavior of a public library knitting group. [20]
Power and politics can become especially important when major change is being proposed. The methods provide techniques and skills for facilitation of group processes, and they appreciate that such techniques and skills are essential for effective sensemaking, systems modeling, and participative decision-making.
Audience as listener and learner, teacher and confidante: The sense-making approach. In B. Dervin, L. Foreman-Wernet, & E. Launterbach (Eds.), Sense-making methodology reader: Selected writings of Brenda Dervin (pp. 215–231).