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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 brief, sensemaking is viewed more as "a motivated, continuous effort to understand connections (which can be among people, places, and events) in order to anticipate their trajectories and act effectively", [65] rather than the state of knowledge underlying situation awareness. Endsley points out that as an effortful process, sensemaking is ...
Organizational members are instrumental to reduce equivocality and achieve sensemaking through some strategies — enactment, selection, and retention of information. [1] With a framework that is interdisciplinary in nature, organizational information theory's desire to eliminate both ambiguity and complexity from workplace messaging builds ...
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.
Cognitive models of information retrieval rest on the mix of areas such as cognitive science, human-computer interaction, information retrieval, and library science.They describe the relationship between a person's cognitive model of the information sought and the organization of this information in an information system.
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".
Sensemaking is the ability to create situational awareness and understanding in situations of high complexity or uncertainty in order to make decisions. It is “a motivated, continuous effort to understand connections (which can be among people, places, and events) in order to anticipate their trajectories and act effectively”. [ 14 ]