Sensemaking in Organizations
SAGE, 31 mei 1995 - 231 pagina's
Finalist for the George Terry Award sponsored by the Academy of Management "This lovely and important book is the clearest, most complete, and interesting statement of sensemaking in organizations available. . . . It will have an impact on both new and experienced scholars." --Bob Sutton, Stanford University "Weick is artful. He masterfully constructs the sensemaking theoretical framework so that it can be better understood by the general scholar and in the process provides the reader with the sensemaking experience." --Kathleen Sutcliffe, University of Minnesota The teaching of organization theory and the conduct of organizational research have been dominated by a focus on decision making and the conception of strategic rationality. The rational model, however, ignores the inherent complexity and ambiguity of real-world organizations and their environments. Karl E. Weick's new landmark volume, Sensemaking in Organizations, highlights how the "sensemaking" process--the creation of reality as an ongoing accomplishment that takes form when people make retrospective sense of the situations in which they find themselves--shapes organizational structure and behavior. Some of the topics Weick thoroughly covers are the concept, uniqueness, historical roots, varieties and occasions, general properties, and the future of sensemaking research and practice. Expertly written, Sensemaking in Organizations is the volume that students, scholars, and professors of organization and management studies must have.
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The Nature of Sensemaking
Seven Properties of Sensemaking
Sensemaking in Organizations
Occasions for Sensemaking
The Substance of Sensemaking
BeliefDriven Processes of Sensemaking
ActionDriven Processes of Sensemaking
accuracy activity ambiguity argue argument arousal attention autonomic nervous system battered child syndrome become behavioral confirmation beliefs Burns and Stalker Cartesian anxiety choice cognitive commitment common complex concept context create crucial Daft decision defined describe develop discussion effects emotion enactment environment example expectations experience extracted cues focus focused frame Hawick hindsight bias idea identity ideology images implies important individual influence interaction interpretation interruption intersubjective issues label less managers manipulation mental models multiple object observation occasion for sensemaking occurs oligopoly ontology organizational sensemaking organizational studies outcome paradigm perceived perception person plausible Porac predictable premise controls problem produce question rationality reality recipe response retrospect routines self-fulfilling prophecies sense sensemaking processes sequence situation socially constructed Staw stories strategies structures subjectivity suggests symbolic interactionism talk tend theories of action things tion uncertainty understanding Weick Westrum William Meredith words
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