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Journal articles on the topic 'Organizing and sensemaking in organizations'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Sandberg, Jörgen, and Haridimos Tsoukas. "Sensemaking Reconsidered: Towards a broader understanding through phenomenology." Organization Theory 1, no. 1 (January 2020): 263178771987993. http://dx.doi.org/10.1177/2631787719879937.

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We develop a typology of sensemaking in organizations that reconsiders existing sensemaking research by providing a more coherent and integrative conceptualization of what defines sensemaking and how it is connected with organizing. Drawing on existential phenomenology, we make the following core claims: (1) sensemaking is not a singular phenomenon but comprises four major types: immanent, involved-deliberate, detached-deliberate, and representational sensemaking; (2) all types of sensemaking originate and take place within specific practice worlds; (3) the core constituents of sensemaking within a practice world (sense–action nexus, temporality, embodiment, and language) are played out differently in each type of sensemaking. Furthermore, we elaborate the links between sensemaking and organizing, focusing especially on the connections between types and levels of sensemaking, and the consequences of sensemaking outcomes for organizing. Finally, we discuss how the typology contributes to the existing sensemaking perspective, outline methodological implications, and suggest ways of advancing sensemaking research.

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Galbin, Alexandra. "Sensemaking in Social Construction of Organization. A Powerful Resource in Pandemic Context." Postmodern Openings 12, no. 1 (March 19, 2021): 308–18. http://dx.doi.org/10.18662/po/12.1/262.

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The paper presents the potential of sensemaking in social construction of organization, especially in times of uncertainty, generated by Covid-19 pandemic. The perspective is based on the social constructionism and explores the implications of sensemaking in organizational context. The paradigm of social constructionism is interested in dialogue and relations between members of organizations in the process of producing meaning in social interactions. In this context, sensemaking provides a significant influence in the process of organizing and leads the members to develop new ideas and discover effective practices, helping them to face the challenges encountered. Finally, the paper suggests the sensemaking as being a useful resource in creating a common map, providing hope, confidence, that may conduct to more effective action for rethinking the activities in situations of safety and trust.

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Taylor, James R., and Daniel Robichaud. "Finding the Organization in the Communication: Discourse as Action and Sensemaking." Organization 11, no. 3 (May 2004): 395–413. http://dx.doi.org/10.1177/1350508404041999.

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This article discusses two ways in which language and discourse have entered the conception of organizing: as communicative activities of agents ( conversations); and as discursively based interpretations defining agents, purposes, and organizations ( texts). Conversation, framed within a material/social and a language environment, is the site where organizing occurs and where agency and text are generated. As text, in turn, the language environment frames conversations and reflects the sensemaking practices and habits of interpretation of organization members dealing with their immediate material/social purposes. Using a senior management meeting as an illustration, the article discusses these two levels of apprehension of the language–organization relationship and argues that a dynamic view of language and organizing must account for the processes linking both sides of the organization– language relationship.

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Weick, Karl E., Kathleen M. Sutcliffe, and David Obstfeld. "Organizing and the Process of Sensemaking." Organization Science 16, no. 4 (August 2005): 409–21. http://dx.doi.org/10.1287/orsc.1050.0133.

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Dwyer, Graham, and Cynthia Hardy. "Organizing to Save Lives: Post-Inquiry Sensemaking & Learning in Bushfire Emergency Organizations." Academy of Management Proceedings 2018, no. 1 (August 2018): 10085. http://dx.doi.org/10.5465/ambpp.2018.10085abstract.

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Hasselbladh, Hans, and Karl Ydén. "Why Military Organizations Are Cautious About Learning?" Armed Forces & Society 46, no. 3 (March 17, 2019): 475–94. http://dx.doi.org/10.1177/0095327x19832058.

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This article argues that military organizations display a more rigorous form of collective sensemaking than ordinary bureaucratic organizations. Military organizing is predicated on the rigorous modes of thinking and acting that follow from the particular military propensity to impose order on chaos. This trait is antithetical to modern notions of “the learning organization,” in which exploring variety and experimenting and testing out unproven methods are central. We identify two sets of structural conditions that constitute the sociocognitive landscape of military organizations and discuss how the military logic of action might be enacted in different sociocultural contexts. Our framework is brought to bear on recent research on international military missions, and in the concluding section, we summarize our arguments and discuss their wider implications in terms of trade-offs between adaptability and other capabilities in the design of military forces.

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Stephens, Keri K., Jody L. S. Jahn, Stephanie Fox, Piyawan Charoensap-Kelly, Rahul Mitra, Jeannette Sutton, Eric D. Waters, Bo Xie, and Rebecca J. Meisenbach. "Collective Sensemaking Around COVID-19: Experiences, Concerns, and Agendas for our Rapidly Changing Organizational Lives." Management Communication Quarterly 34, no. 3 (June 17, 2020): 426–57. http://dx.doi.org/10.1177/0893318920934890.

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Uncertainty is at the forefront of many crises, disasters, and emergencies, and the COVID-19 pandemic is no different in this regard. In this forum, we, as a group of organizational communication scholars currently living in North America, engage in sensemaking and sensegiving around this pandemic to help process and share some of the academic uncertainties and opportunities relevant to organizational scholars. We begin by reflexively making sense of our own experiences with adjusting to new ways of working during the onset of the pandemic, including uncomfortable realizations around privilege, positionality, race, and ethnicity. We then discuss key concerns about how organizations and organizing practices are responding to this extreme uncertainty. Finally, we offer thoughts on the future of work and organizing informed by COVID-19, along with a list of research practice considerations and potentially generative research questions. Thus, this forum invites you to reflect on your own experiences and suggests future directions for research amidst and after a cosmology event.

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Storgaard, Merete. "Sensemaking and Power." Nordic Journal of Comparative and International Education (NJCIE) 2, no. 2-3 (November 2, 2018): 134–48. http://dx.doi.org/10.7577/njcie.2772.

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The modernization of governance and the marketization of the Danish public education sector since the 1980s, has resulted in changes both in the constitutive conditions and in the discursive understandings framing the purpose of the public education system for educational leaders, teachers, and social educators working in schools. We know less about how the neoliberal modernization processes affect the schools at a micro-processual sensemaking level and a relational power level. In this analytical perspective, there is a scientific need to understand how these organizing and sensemaking processes are conducted through the discursive construction of power relations in modernized, institutional settings, and how these processes affect the organizational understandings, professional identities and social relations of the members in a high-achieving Danish public school. I investigate leadership from a micro-analytical perspective, as inter-action processes centered around the creation of common understanding and the enactment of policy, and mobilize a theoretical understanding of leadership processes as social sensemaking constructions that are constituted, framed and transformed in a given context of discursive and institutional power. I argue that the members of the organization holding both formal and informal leadership positions construct under-standings through social power struggles in ambiguous and contradictory discursive orders. Further, these struggles create new power relations and democratic forms of leadership within a hidden power structure of a high-achieving Danish school owing to governance transitions in the Danish public education sector.

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Gudova, Elena. "Finding Sense in Organization Studies: Assumptions and Features of K. Weick’s Sensemaking Approach." Sotsiologicheskoe Obozrenie / Russian Sociological Review 19, no. 1 (2020): 283–304. http://dx.doi.org/10.17323/1728-192x-2020-1-283-304.

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This article discusses some of the theoretical foundation of the sensemaking approach introduced by Karl Weick within the fields of organizational psychology and organizational theory. Weick, Sutcliffe, and Obstfeld wrote that “Sensemaking involves the ongoing retrospective development of plausible images that rationalize what people are doing” (2005: 409), or, in more general terms, making sense out of what is happening in order to reduce uncertainty and to act upon it. For this purpose, according to Weick, an individual deals with two questions: “What is going on? and, what should I do about it?” Answers to these questions and their following implications in the individual’s actions depend on the seven characteristics of the sensemaking: the individual’s identity, retrospective, enactment, social activity, ongoing [events and flux of experience], cues, and plausibility. Weick offers a “navigation of social space [of organization] with cultural maps in hand”, and draws inspiration from the analysis of jazz improvisation. His works, still lacking attention in Russia, offer an instrument for both crisis situations with dramatic “loss of sense” and quite common everyday events. Weick’s ideas were broadly developed within research on communication, identity, language, narratives, power, and other aspects of organizational activity. At the same time, sensemaking is believed to be one of the main theoretical inspirations for the processual approach in organization studies, which is focused on organizational becoming, or organizing.

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Knight, Eric, and Sotirios Paroutis. "Becoming Salient: The TMT Leader’s Role in Shaping the Interpretive Context of Paradoxical Tensions." Organization Studies 38, no. 3-4 (June 23, 2016): 403–32. http://dx.doi.org/10.1177/0170840616640844.

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How do paradoxical tensions become salient in organizations over time? Ambidexterity and paradox studies have, thus far, primarily focused on how tensions inside organizations are managed after they have been rendered salient for actors. Using a longitudinal, embedded case study of four strategic business units within a media organization, we theorize the role of the top management team leader’s practices in enabling tensions to become salient for their respective lower-level managers when there are initial differences in how tensions are interpreted across levels. Our findings extend a dynamic equilibrium model of organizing by adding interpretive context as an enabling condition that shapes the emergence of salience through the provision of a constellation of cues that guide sensemaking. Informed by a practice-based perspective on paradox, we also contribute a conceptual model of leadership as practice, and outline the implications for ambidexterity studies.

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Weber, Klaus, and Mary Ann Glynn. "Making Sense with Institutions: Context, Thought and Action in Karl Weick’s Theory." Organization Studies 27, no. 11 (November 2006): 1639–60. http://dx.doi.org/10.1177/0170840606068343.

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Karl Weick’s sensemaking perspective has proven to be a central influence on process theories of organizing. Yet, one persistent criticism levelled at his work has been a neglect of the role of larger social and historical contexts in sensemaking. We address this critique by showing how institutional context is a necessary part of sensemaking. We propose that there are salient but unexplored connections between the institutional and sensemaking perspectives. We explain how three specific mechanisms—priming, editing and triggering—bring institutional context into processes of sensemaking, beyond a more conventional notion of internalized cognitive constraint. Our contribution seeks to be forward-looking as much as reflective, addressing a critique of one of Karl Weick’s key theoretical contributions and offering amendments that extend its reach.

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Rice, Rebecca M. "When hierarchy becomes collaborative." Corporate Communications: An International Journal 23, no. 4 (October 1, 2018): 599–613. http://dx.doi.org/10.1108/ccij-04-2017-0032.

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Purpose The purpose of this paper is to expand understandings of interorganizational collaboration among high reliability organizations (HROs). It proposes that HROs face unique needs for relationship building, pre-planning, and retrospective sensemaking that do not fit within prior models of collaboration. For HROs, definitions of collaboration vary contextually based on needs that arise during emergency situations. HROs have a need for both hierarchical structure and collaborative processes and use collaboration as a sensemaking frame that allows practitioners to attend to both needs. Design/methodology/approach The paper uses a case study from an ongoing ethnographic study of an emergency response collaboration. The paper uses open-ended interviews about collaboration with all key members of the incident response hierarchy, and participant observation of collaboration before, during and after a key emergency incident. Findings The paper proposes a new framework for HRO collaboration: that collaboration is a sensemaking frame for HROs used to make sense of individual actions, that HRO collaboration is more complex during pre-planning and focused on individual decision making during incidents, and that members can communicatively make sense of the need for hierarchy and collaborative action by defining these needs contextually. Research limitations/implications The paper uses an in-depth case study of an incident to explore this collaborative framework; therefore, researchers are encouraged to test this framework in additional high reliability collaborative contexts. Practical implications The paper includes implications for best communicative practices to recognize the need to be both hierarchical and flexible in high reliability organizing. Originality/value This paper fulfills a need to expand collaboration literature beyond idealized and egalitarian definitions, in order to understand how practitioners use communication to understand their actions as collaborative, especially in organizations that also require hierarchy and individual actions. This case study suggests that collaboration as a sensemaking frame creates collaborative advantages for HROs, but can also limit sensemaking about incident management.

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Czarniawska, Barbara. "A Golden Braid: Allport, Goffman, Weick." Organization Studies 27, no. 11 (November 2006): 1661–74. http://dx.doi.org/10.1177/0170840606068344.

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One of the central tenets of Karl Weick’s work and one of his original contributions to organization theory is his insistence that organizational scholars should study structures of events rather than people, objects, or pseudo-objects, important as they all are. Through the operation of sensemaking, events may be portrayed as meaningful actions or random occurrences, but it is the connections among them that are central to organizing. This paper connects Karl Weick’s work to that of Floyd H. Allport and Erving Goffman, two among several writers who inspired Weick. These three authors shared an interest in what Allport called structuring, Goffman called ordering, and Weick called organizing of the events and experiences of everyday life. This genealogical presentation of their work attempts to situate their thoughts within contemporary debates in social sciences, including those determined by the spirit of the times.

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Gadelshina, Gyuzel. "Shared leadership: Struggles over meaning in daily instances of uncertainty." Leadership 16, no. 5 (July 7, 2020): 522–45. http://dx.doi.org/10.1177/1742715020935748.

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Research presented in this article advances existing work on shared leadership and organizational sensemaking by an empirical demonstration of the organizing properties of leadership in daily instances of uncertainty. Drawing on conversation analysis combined with ethnographic data collected during 12-month fieldwork, this article spells out the conversational mechanisms and discursive practices used by leadership actors in the process of sensemaking directed towards organizationally relevant goals. Through a fine-grain analysis of an extended troubles-telling sequence in a particular meeting encounter, this study shows how conversation analysis–inspired research can be used to add a more nuanced understanding of a substantive area of social life, such as shared leadership which is achieved in interaction and which involves various leadership actors, regardless of their hierarchical positions and organizational roles.

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Giustiniano, Luca, Paolo Gubitta, Giovanni Masino, Luca Solari, and Teresina Torre. "Call for papers: LGBTI+ population and healthcare context." puntOorg International Journal 1, no. 1 (January 2019): 1. http://dx.doi.org/10.19245/25.05.cfp.04.

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The call for paper clearly builds on the WOA 2019’s theme, acknowledging that organization theory and practice are progressively challenged and enriched by conflicting expectations expressed by a plethora of stakeholders whose answers have often to be found by the embracement of academic multidisciplinarity – i.e. the borrowing of constructs and models from other fields. In this fluid reality, organizations tend to be more problematic to design while extremely meaningful as privileged points of observations of phenomena. In this vein, they result as “convenient microcosms” where scholars and managers can observe the emergence of the unexpected, the craft of the new, the unfolding of novel practices and meanings. Anchoring the idea of organization (and organizing) to the Chester Barnard’s intuition of “fabrics of social life”, identity and pluralism are therefore put to the test as reality challenges what we know. As the WOA 2019 theme statement recalls: “Technology is reshaping the meaning of division of work and coordination, and even the borders of what is human in and around organizations, anticipating the emergence of robots and machine-based agents. Global socio-demographic processes are leading to massive migration processes and changes in the focus of economic processes. Societal values are changing the habits and patterns of consumption and the use of resources. Many other challenges are waiting for us to consider them in our theorizing and researching”. Moving from the philosophical roots of the ego consciousness, studies on pluralism and organizational identity have variously addressed what is believed to be foundational, valid, central and meaningful by organizational members, however the organizational boundaries would have been defined. Such studies have spanned from the questioning of the individual fit (via her/his self) with the organizational values and culture, to value-based and cognitive-enacted links glueing entire dispersed communities, passing though teams and more traditional forms of organizing (associations, companies, etc.). In this heterogeneous and magmatic manifestation of the “real”, individuals and organizations of various kind, nature and size struggle with the definition of their identities (sensegiving), the result of the individual and collective creation of meaning (respectively, perceptions/projections vs. sensemaking/sensebreaking), the processes through which they try to survive juggling with different affordances of pluralism and identity. With this call for paper we want to address all these issues by soliciting the submission of papers that, grounded in rigorous studies, embrace in a novel way the challenge to reflect on the “who, what and how” organizations can deal with pluralism and identity, yet attempting to thrive while exposed to fluid and uncertain environments. Full paper submission deadline: 31st May 2019

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Bakken, Tore, and Tor Hernes. "Organizing is Both a Verb and a Noun: Weick Meets Whitehead." Organization Studies 27, no. 11 (November 2006): 1599–616. http://dx.doi.org/10.1177/0170840606068335.

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Weick’s work on organizing and sensemaking has contributed significantly towards efforts in organization theory to explore organization as process. His discussion of the relationship between verbs and nouns in particular has served to highlight central dynamic features of processes. Weick’s conception of the verb-noun relationship is one of tension between levels of analysis. We propose, drawing upon the work of Alfred North Whitehead, to draw attention to the formation of nouns and how verbs shape nouns and vice versa. We argue that Weick’s work may be extended by looking more closely at the selection of verbs and nouns, i.e. by looking at how selection may be made on the basis of their relationality, thus allowing for their mutual transformation. We illustrate our point using the imagery provided by the ‘pseudopod’.

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Dawson, Patrick. "Temporal practices: time and ethnographic research in changing organizations." Journal of Organizational Ethnography 3, no. 2 (August 12, 2014): 130–51. http://dx.doi.org/10.1108/joe-05-2012-0025.

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Purpose – The purpose of this paper is to explore time dilemmas in ethnographic research and develops a facilitating frame for thinking about temporality. Core concepts developed include: temporal awareness that refers to widening of the understanding and sensitivity to time issues; temporal practices which relate to how the researcher learns to deal with, for example, contradictory conceptions of time in the pragmatics of conducting fieldwork and in the analysis of competing data; and temporal merging which is used to refer to the interweaving of objective and subjective concepts of time, and to the way that the past and prospective futures shape human experience of the present. Design/methodology/approach – An extended case study on workplace change is selectively drawn upon in discussing time and ethnographic research. Two closely related stories are used to illustrate aspects of temporality. These include a discussion of the way that stories in organizing, representing, simplifying and imposing structure (become theory-laden) often compressing the subjective experiences of lived time into a more formalized linear presentation that may inadvertently petrify temporal sensemaking; and an examination of how the polyphony of storying during times of change highlights temporal sensemaking and sensegiving through asynchronous features that emphasize volatility and non-linearity in explaining the way that people experience change. Findings – The conundrum that competing concepts of time often present for the researcher is in the juxtapositions that generate loose ends that appear to require resolution. Temporal merging in being able to accommodate the intertwining of objective and subjective time, temporal practices in being able to use different concepts of time without trying to resolve them during the collection and analyses of data, and temporal awareness in being able to accept the paradox of time in the use of a relational-temporal perspective, all open up opportunities for greater insight and understanding in engaging in ethnographic studies on changing organizations. Practical implications – There are a number of practical implications that arise from the paper in doing longitudinal research on workplace change. Four summarized here comprise: the significance of sustained fieldwork and not trying to shortcut time dimension to ethnographic research; the importance of developing temporal practices for dealing with objective and subjective time as well as the interweaving of temporal modes in data collection, analysis and write-up; the value of engaging with rather than resolving contradictions; chronological objective time is good for planning the research whilst subjective time is able to capture the non-linearity of lived time and the importance of context. Originality/value – A new facilitating frame is developed for dealing with time tensions that are often downplayed in research through the concepts of temporal awareness, practices and merging. The frame provides temporal insight and promotes the use of a relational processual perspective. It is also shown how stories present in the data, in the writing up of material for different audiences, in chronologies and events, and in the sensemaking and sensegiving of individuals and groups as they describe and shape their lived experiences of change – are useful devices for dealing with the conundrum of time in ethnographic research.

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Vlaar, Paul W. L., Frans A. J. Van den Bosch, and Henk W. Volberda. "Coping with Problems of Understanding in Interorganizational Relationships: Using Formalization as a Means to Make Sense." Organization Studies 27, no. 11 (November 2006): 1617–38. http://dx.doi.org/10.1177/0170840606068338.

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Research into the management of interorganizational relationships has hitherto primarily focused on problems of coordination, control, and to a lesser extent, legitimacy. In this article, we assert that partners cooperating in such relationships are also confronted with ‘problems of understanding’. Such problems arise from differences between partners in terms of culture, experience, structure and industry, and from the uncertainty and ambiguity that participants in interorganizational relationships experience in early stages of collaboration. Building on Karl Weick’s theory of sensemaking, we advance that participants in interorganizational relationships use formalization as a means to make sense of their partners, the interorganizational relationships in which they are engaged and the contexts in which these are embedded so as to diminish problems of understanding. We offer a systematic overview of the mechanisms through which formalization facilitates sensemaking, including: (1) focusing participants’ attention; (2) provoking articulation, deliberation and reflection; (3) instigating and maintaining interaction; and (4) reducing judgement errors and individual biases, and diminishing the incompleteness and inconsistency of cognitive representations. In this way, the article contributes to a better understanding of the relationships between formalization and sensemaking in collaborative relationships, and it carries Karl Weick’s thinking on the relationship between sense-making and organizing forward in the context of interorganizational management.

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Koon, Adam D. "When Doctors strike: Making Sense of Professional Organizing in Kenya." Journal of Health Politics, Policy and Law 46, no. 4 (August 1, 2021): 653–76. http://dx.doi.org/10.1215/03616878-8970867.

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Abstract Little is known about how the health professions organize in low- and middle-income countries (LMICs). This is particularly troubling as health worker strikes in LMICs appear to be growing more frequent and severe. While some research has been conducted on the impact of strikes, little has explored their social etiology. This article draws on theory from organization and management studies to situate strike behavior in a historical process of sensemaking in Kenya. In this way, doctors seek to expand pragmatic, moral, and cognitive forms of legitimacy in response to sociopolitical change. During the first period (1963–2000), the legacy of colonial biomedicine shaped medical professionalism and tensions with a changing state following independence. The next period (2000–2010) was marked by the rise of corporate medicine as an organized form of resistance to state control. The most recent period (2010–2015) saw a new constitution and devolution of health services cause a fractured medical community to strike as a form of symbolic resistance in its quest for legitimacy. In this way, strike behavior is positioned as a form of legitimation among doctors competing over the identity of medicine in Kenya and is complicating the path to universal health coverage.

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Comi, Alice, and Jennifer Whyte. "Future Making and Visual Artefacts: An Ethnographic Study of a Design Project." Organization Studies 39, no. 8 (July 30, 2017): 1055–83. http://dx.doi.org/10.1177/0170840617717094.

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Current research on strategizing and organizing has explored how practitioners make sense of an uncertain future, but provides limited explanations of how they actually make a realizable course of action for the future. A focus on making rather than sensemaking brings into view the visual artefacts that practitioners use in giving form to what is ‘not yet’ – drawings, models and sketches. We explore how visual artefacts are used in making a realizable course of action, by analysing ethnographic data from an architectural studio designing a development strategy for their client. We document how visual artefacts become enrolled in practices of imagining, testing, stabilizing and reifying, through which abstract imaginings of the future are turned into a realizable course of action. We then elaborate on higher-order findings that are generalizable to a wide range of organizational settings, and discuss their implications for future research in strategizing and organizing. This paper contributes in two ways: first, it offers future making as an alternative perspective on how practitioners orient themselves towards the future (different from current perspectives such as foreseeing, future perfect thinking and wayfinding). Second, it advances our understanding of visual artefacts and their performativity in the making of organizational futures.

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Bowers, Alex J., and Andrew E. Krumm. "Supporting the initial work of evidence-based improvement cycles through a data-intensive partnership." Information and Learning Sciences 122, no. 9/10 (July 29, 2021): 629–50. http://dx.doi.org/10.1108/ils-09-2020-0212.

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Purpose Currently, in the education data use literature, there is a lack of research and examples that consider the early steps of filtering, organizing and visualizing data to inform decision-making. The purpose of this study is to describe how school leaders and researchers visualized and jointly made sense of data from a common learning management system (LMS) used by students across multiple schools and grades in a charter management organization operating in the USA. To make sense of LMS data, researchers and practitioners formed a partnership to organize complex data sets, create data visualizations and engage in joint sensemaking around data visualizations to begin to launch continuous improvement cycles. Design/methodology/approach The authors analyzed LMS data for n = 476 students in Algebra I using hierarchical cluster analysis heatmaps. The authors also engaged in a qualitative case study that examined the ways in which school leaders made sense of the data visualization to inform improvement efforts. Findings The outcome of this study is a framework for informing evidence-based improvement cycles using large, complex data sets. Central to moving through the various steps in the proposed framework are collaborations between researchers and practitioners who each bring expertise that is necessary for organizing, filtering and visualizing data from digital learning environments and administrative data systems. Originality/value The authors propose an integrated cycle of data use in schools that builds on collaborations between researchers and school leaders to inform evidence-based improvement cycles.

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Hemme, Florian, Matthew T. Bowers, and Janice S. Todd. "Change readiness as fluid trajectories: a longitudinal multiple-case study." Journal of Organizational Change Management 31, no. 5 (August 13, 2018): 1153–75. http://dx.doi.org/10.1108/jocm-07-2017-0284.

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Purpose The purpose of this paper is to analyze change process perceptions of public service employees and document how change readiness belief salience fluctuates and evolves throughout the implementation of a major organizational restructuring effort. Design/methodology/approach This research is a longitudinal multiple-case study of a major transformation initiative in a large North American public recreation organization. Over the course of 15 months, the authors conducted four rounds of personal interviews with 19 participants (65 interviews in total, each lasting 25–45 min). Additionally, the authors analyzed internal e-mail correspondence, memos, and meeting agendas, as well as external stakeholder communication. Finally, the primary researcher spent a significant amount of time collecting field notes while shadowing high-level managers and employees and attending meetings. Findings Overall, the authors documented a clear hierarchy of change readiness dimensions. The relative strength and temporal persistence of these dimensions can be traced back to various public organizing particularities. Moreover, the authors found that an initial focus on some readiness dimensions facilitated subsequent sensemaking processes whereas others hindered such engagement with the change project. Research limitations/implications This research is the first to empirically document temporal fluidity of change readiness dimensions and salience. Moreover, it offers a rare in-depth look at a changing public service organization. Practical implications This research helps change agents in developing tailored change messages and to better understand potential sources of frustration and resistance to change efforts. Originality/value No similar efforts exist to document the underlying dynamism of evolving change readiness perceptions.

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Kociatkiewicz, Jerzy, and Monika Kostera. "Stories from the end of the world: in search of plots for a failing system." Journal of Organizational Change Management 33, no. 1 (November 13, 2019): 66–82. http://dx.doi.org/10.1108/jocm-02-2019-0050.

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Purpose The purpose of this paper is to consider three types of stories: media, personal accounts and fiction, and look for plots depicting situations of fundamental shift in the framing and basic definitions of reality. The authors examine them from the point of view of their usefulness for developing creative responses to systemic change. Design/methodology/approach The authors conducted a narrative study in three stages, aimed at identifying strong plots pertaining to systemic change. The analyzed material came from three different sources of narratives (fiction, media and creative stories) and was approached by the use of two different narrative methods: symbolic interpretation and narrative collage. Findings Currently many voices are being raised that the authors are living in times of interregnum, a period in between working systems. There is also a mounting critique of the business school as an institution perpetuating dysfunctional ideologies, rather than enhancing critical and creative thinking. The authors propose that the humanities, and, in particular, learning from fiction (and science fiction) can offer a language to talk about major (systemic) change help and support learning about alternative organizational realities. Research limitations/implications The study pertains to discourse and narratives, not to material aspects of culture construction. Practical implications Today, there is a mounting critique of business schools and their role in society. Following Martin Parker’s call to transform them into schools of organizing, helping to develop and discuss different alternatives instead of reproducing the dominant model, the authors suggest that education should be based, to much larger extent than until now, on the humanities. The authors propose educational programmes including the study of fiction and film. Social implications The authors propose that the humanities (and the study of fiction) can equip society with a suitable language to discuss and problematize systemic change. Originality/value This paper adds to narrative social studies through providing an analysis of strong plots showing ways of coping with systemic collapse, and through an examination of these plots’ significance for organizational education, learning, and planning. The authors present an argument for the broader use of fiction as a sensemaking, teaching, and learning tool for managing organizations in volatile environments.

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MacKenzie, Cliodhna. "Book review: Perspectives on process organization studies: Process, sensemaking & organizing Ann Langley and Haridomos Tsoukas (Series Editors), Tor Hernes and Sally Maitlis (eds.), reviewed by Cliodhna MacKenzie." Management Learning 43, no. 2 (March 15, 2012): 231–33. http://dx.doi.org/10.1177/1350507611433100.

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Gioia, Dennis A., Ajay Mehra, and Karl E. Weick. "Sensemaking in Organizations." Academy of Management Review 21, no. 4 (October 1996): 1226. http://dx.doi.org/10.2307/259169.

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O'Connell, Dave, and Karl E. Weick. "Sensemaking in Organizations." Administrative Science Quarterly 43, no. 1 (March 1998): 205. http://dx.doi.org/10.2307/2393603.

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Martell, Charles. "Sensemaking in organizations." Journal of Academic Librarianship 23, no. 6 (November 1997): 536. http://dx.doi.org/10.1016/s0099-1333(97)90194-4.

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Czarniawska, Barbara. "Sensemaking in organizations." Scandinavian Journal of Management 13, no. 1 (March 1997): 113–16. http://dx.doi.org/10.1016/s0956-5221(97)86666-3.

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Granholm, Martina E. "Materiality Matters When Organizing for Crisis Management." International Journal of Information Systems for Crisis Response and Management 10, no. 2 (April 2018): 28–48. http://dx.doi.org/10.4018/ijiscram.2018040102.

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Sensemaking is the process to make sense of an unknown event. Research on the contribution of materiality in sensemaking is currently an area in need of further study. The Swedish system of crisis management puts the municipality in a key position when managing a crisis. Making the municipal situation room an interesting area for research. This study focuses on sensemaking in the municipal situation room during crisis management. The area of interest is when and why digital and/or non-digital resources are being used during sensemaking. The study contributes to an understanding of how sensemaking are performed in entanglement with the materiality provided. This is important for understanding needs of exercises and needs of resources in the situation room. The study was conducted as a qualitative study where interviews and observations were used to gather empirical evidence.

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Pye, Annie. "Leadership and Organizing: Sensemaking in Action." Leadership 1, no. 1 (February 2005): 31–49. http://dx.doi.org/10.1177/1742715005049349.

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Patvardhan, Shubha, Dennis A. Gioia, Sally Maitlis, David Obstfeld, Davide Ravasi, and Kathleen M. Sutcliffe. "Exploring Prospective Sensemaking in Organizations." Academy of Management Proceedings 2018, no. 1 (August 2018): 10946. http://dx.doi.org/10.5465/ambpp.2018.10946symposium.

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Maitlis, Sally, Timothy J. Vogus, and Thomas B. Lawrence. "Sensemaking and emotion in organizations." Organizational Psychology Review 3, no. 3 (May 26, 2013): 222–47. http://dx.doi.org/10.1177/2041386613489062.

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Ahrne, Göran, Nils Brunsson, and Kristina Tamm Hallström. "Organizing Organizations." Organization 14, no. 5 (September 2007): 619–24. http://dx.doi.org/10.1177/1350508407080303.

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Schneider, Susan C. "Interpretation in Organizations: Sensemaking and Strategy." European Journal of Work and Organizational Psychology 6, no. 1 (March 1997): 93–101. http://dx.doi.org/10.1080/135943297399321.

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GOTTLIEB, FREDERIK, and WAFA SAID MOSLEH. "How Autoethnography Enables Sensemaking across Organizations." Ethnographic Praxis in Industry Conference Proceedings 2016, no. 1 (November 2016): 217–33. http://dx.doi.org/10.1111/1559-8918.2016.01086.

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Colville, Ian, Annie Pye, and Mike Carter. "Organizing to counter terrorism: Sensemaking amidst dynamic complexity." Human Relations 66, no. 9 (March 5, 2013): 1201–23. http://dx.doi.org/10.1177/0018726712468912.

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Colville, Ian, Andrew D. Brown, and Annie Pye. "Simplexity: Sensemaking, organizing and storytelling for our time." Human Relations 65, no. 1 (January 2012): 5–15. http://dx.doi.org/10.1177/0018726711425617.

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Asik-Dizdar, Ozen, and Ayla Esen. "Sensemaking at work: meaningful work experience for individuals and organizations." International Journal of Organizational Analysis 24, no. 1 (March 14, 2016): 2–17. http://dx.doi.org/10.1108/ijoa-12-2013-0728.

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Purpose – The purpose of this paper is to take a closer look at the concept of meaningful work experience for individuals and organizations, and discuss the role of sensemaking in creating it. Design/methodology/approach – The main argument of the paper is that sensemaking efforts are among the fundamental tools that help create meaningful work experience for both individuals and organizations. The paper offers a conceptual framework that presents the interplay between sensemaking tools and enabling mechanisms in relation to internal and external organizational environments. Findings – It is proposed that job crafting is a sensemaking tool – enabled by empowerment – for individuals to make sense of the internal environment of the organization; and strategy crafting is a sensemaking tool – enabled by organizational learning – for organizations to make sense of the external environment of the organization. Originality/value – This paper attempts to converge micro- and macro-level concepts by bringing together individual- and organizational-level variables into a joint discussion. It places job crafting and strategy crafting in the context of sensemaking theory, and it reinforces the idea of proposing models that will consider the multi-level implications of organizational research.

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Donohue, John J., Patricia M. Patterson, Mary Jo Hatch, and Jeffrey Pfeffer. "Organizing Thinking about Organizations." Public Productivity & Management Review 23, no. 2 (December 1999): 240. http://dx.doi.org/10.2307/3380782.

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Maitlis, Sally, and Marlys Christianson. "Sensemaking in Organizations: Taking Stock and Moving Forward." Academy of Management Annals 8, no. 1 (January 2014): 57–125. http://dx.doi.org/10.5465/19416520.2014.873177.

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Akgün, Ali E., Halit Keskin, John C. Byrne, and Gary S. Lynn. "Antecedents and consequences of organizations' technology sensemaking capability." Technological Forecasting and Social Change 88 (October 2014): 216–31. http://dx.doi.org/10.1016/j.techfore.2014.07.002.

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Maitlis, Sally, and Marlys Christianson. "Sensemaking in Organizations: Taking Stock and Moving Forward." Academy of Management Annals 8, no. 1 (January 2014): 57–125. http://dx.doi.org/10.1080/19416520.2014.873177.

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Bier, Eric A., Dorrit Billman, Kyle Dent, and Stuart K. Card. "Collaborative Sensemaking Tools for Task Forces." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 53, no. 6 (October 2009): 439–43. http://dx.doi.org/10.1177/154193120905300601.

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Our work addresses the needs of multiple information workers collaborating on joint projects, which typically require finding, analyzing, and synthesizing information from heterogeneous sources. We report on iterative design, implementation, and assessment of collaborative tools for sensemaking tasks. Our goal is flexible, lightweight tools that both facilitate the activities done individually and lower the costs of effective collaboration. We suggest several approaches to enhance such collaborative sensemaking tools. These approaches include explicit representation of multiple team activities, integrated support for synchronous communication, and views of collected information that are tuned to both the reading and organizing phases of sensemaking. We present an integrated pair of tools, ContextBar and ContextBook, which illustrate these approaches, and describe the results from a formative evaluation of these tools.

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Holt, John, David Sims, Stephen Fineman, and Yiannis Gabriel. "Organizing and Organizations: An Introduction." Journal of the Operational Research Society 46, no. 1 (January 1995): 136. http://dx.doi.org/10.2307/2583847.

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Holt, John. "Organizing and Organizations: An Introduction." Journal of the Operational Research Society 46, no. 1 (January 1995): 136–37. http://dx.doi.org/10.1057/jors.1995.18.

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Taket, A. "Organizing and Organizations: An Introduction." Journal of the Operational Research Society 53, no. 12 (December 2002): 1401. http://dx.doi.org/10.1057/palgrave.jors.2601460.

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Gordon, Steven L. "Emotionalizing Organizations and Organizing Emotions." Contemporary Sociology: A Journal of Reviews 41, no. 5 (September 2012): 672–73. http://dx.doi.org/10.1177/0094306112457769kk.

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Edens, Zackary R. "Symbiosis in Organizations and Organizing." Academy of Management Proceedings 2012, no. 1 (July 2012): 15192. http://dx.doi.org/10.5465/ambpp.2012.15192abstract.

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Paillard, Jacques. "Living systems as organizing organizations." Human Movement Science 8, no. 4 (August 1989): 411–13. http://dx.doi.org/10.1016/0167-9457(89)90046-8.

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Aromaa, Eeva, Päivi Eriksson, Jean Helms Mills, Esa Hiltunen, Maarit Lammassaari, and Albert J. Mills. "Critical sensemaking: challenges and promises." Qualitative Research in Organizations and Management: An International Journal 14, no. 3 (August 29, 2019): 356–76. http://dx.doi.org/10.1108/qrom-05-2018-1645.

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Purpose The purpose of this paper is to analyze current literature on critical sensemaking (CSM) to assess its significance and potential for understanding the role of agency in management and organizational studies. Design/methodology/approach The analysis involves an examination of a selection of 51 applied studies that cite, draw on and contribute to CSM, to assess the challenges and potential of utilizing CSM. Findings The paper reveals the range of organizational issues that this work has been grappling with; the unique insights that CSM has revealed in the study of management and organizations; and some of the challenges and promises of CSM for studying agency in context. This sets up discussion of organizational issues and insights provided by CSM to reveal its potential in dealing with issues of agency in organizations. The sheer scope of CSM studies indicates that it has relevance for a range of management researchers, including those interested in behavior at work, theories of organization, leadership and crisis management, diversity management, emotion, ethics and justice, and many more. Research limitations/implications The main focus is restricted to providing a working knowledge of CSM rather than other approaches to agency. Practical implications The paper outlines the challenges and potential for applying the CSM theory. Social implications The paper reveals the range of problem-solving issues that CSM studies have been applied to. Originality/value This is the first major review of the challenges and potential of applying CSM; concluding with a discussion of its strengths and limitations and providing a summary of insights for future work.

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