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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 ...
Because the definition of equivocality is uncertainty, Weick's study in sensemaking is an effort to reduce multiple interpretations. Within his research, Weick studies requisite variety and how organizations can achieve it by having a "most single" reality.
Computer-mediated communication has gradually become an essential part of communication in current work context and organizational settings. Weick proposes that sensemaking away from terminals experiences five procedures: effectuate, triangulate, affiliate, deliberate, and consolidate.
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 ...
The levels of meaning from lowest to highest are: content, speech act, episodes, relationship, life scripts, and cultural patterns. Stephen W. Littlejohn and Karen A. Foss in their book Theories of Human Communication (tenth edition) [40] describe a type of logical force called contextual force. Contextual force causes a person to follow a form ...
Meaning: If you aren't weighing yourself at a consistent time each day, expect to see different numbers on the scale. Eating or drinking anything adds weight, even the healthy stuff. However ...
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".