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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 ).
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 ]
Print/export Download as PDF ... and information use led to the development of the sensemaking ... and learner, teacher and confidante: The sense-making approach.
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.
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.
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).
A North Carolina father is facing criminal charges after authorities allege he left his child isolated in a room with a space heater for more than 12 hours, leading to his death.
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".
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