Searching for Karl Weick and Reviewing the Future
In: Organization: the interdisciplinary journal of organization, theory and society, Band 1, Heft 1, S. 218-224
ISSN: 1461-7323
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In: Organization: the interdisciplinary journal of organization, theory and society, Band 1, Heft 1, S. 218-224
ISSN: 1461-7323
In: Public administration: an international quarterly, Band 82, Heft 1, S. 230-233
ISSN: 0033-3298
In: Public administration: an international quarterly, Band 79, Heft 1, S. 243-244
ISSN: 0033-3298
In: Public money & management: integrating theory and practice in public management, Band 16, Heft 3, S. 27-32
ISSN: 1467-9302
In: Public money & management: integrating theory and practice in public management, Band 16, Heft 3, S. 27-32
ISSN: 0954-0962
In: Public money & management: integrating theory and practice in public management, Band 9, Heft 4, S. 15-20
ISSN: 1467-9302
In: Public administration: an international quarterly, Band 72, Heft 3, S. 487
ISSN: 0033-3298
In: Human relations: towards the integration of the social sciences, Band 66, Heft 9, S. 1201-1223
ISSN: 1573-9716, 1741-282X
Organizations increasingly find themselves contending with circumstances that are suffused with dynamic complexity. So how do they make sense of and contend with this? Using a sensemaking approach, our empirical case analysis of the shooting of Mr Jean Charles de Menezes shows how sensemaking is tested under such conditions. Through elaborating the relationship between the concepts of frames and cues, we find that the introduction of a new organizational routine to anticipate action in changing circumstances leads to discrepant sensemaking. This reveals how novel routines do not necessarily replace extant ones but, instead, overlay each other and give rise to novel, dissonant identities which in turn can lead to an increase rather than a reduction in equivocality. This has important implications for sensemaking and organizing amidst unprecedented circumstances.
In: Public administration: an international quarterly, Band 71, Heft 4, S. 549-566
ISSN: 0033-3298
In: Brown , A D , Colville , I & Pye , A 2015 , ' Making sense of sensemaking in organization studies ' , Organization Studies , vol. 36 , no. 2 , pp. 265-277 . https://doi.org/10.1177/0170840614559259
'Sensemaking' is an extraordinarily influential perspective with a substantial following among management and organization scholars interested in how people appropriate and enact their 'realities'. Organization Studies has been and remains one of the principal outlets for work that seeks either to draw-on or to extend our understanding of sensemaking practices in and around organizations. The contribution of this paper is fourfold. First, we review briefly what we understand by sensemaking and some key debates which fracture the field. Second, we attend critically to eight papers published previously in Organization Studies which we discuss in terms of five broad themes: (i) how sense is made through discourse; (ii) the politics from which social forms of sensemaking emerges and the power that is inherent in it; (iii) the intertwined and recursive nature of micro-macro sensemaking processes; (iv) the strong ties which bind sensemaking and identities, and (v) the role of sensemaking processes in decision making and change. Third, while not designed to be a review of extant literature, we discuss these themes with reference to other related work notably that published in this journal. Finally, we raise for consideration a number of potentially generative topics for further empirical and theory-building research.
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In: Human relations: towards the integration of the social sciences, Band 65, Heft 1, S. 5-15
ISSN: 1573-9716, 1741-282X
Simplexity is advanced as an umbrella term reflecting sensemaking, organizing and storytelling for our time. People in and out of organizations increasingly find themselves facing novel circumstances that are suffused with dynamic complexity. To make sense through processes of organizing, and to find a plausible answer to the question 'what is the story?', requires a fusion of sufficient complexity of thought with simplicity of action, which we call simplexity. This captures the notion that while sensemaking is a balance between thinking and acting, in a new world that owes less to yesterday's stories and frames, keeping up with the times changes the balance point to clarifying through action. This allows us to see sense (making) more clearly.
In: Human relations: towards the integration of the social sciences, Band 62, Heft 12, S. 1937-1938
ISSN: 1573-9716, 1741-282X
In: Human relations: towards the integration of the social sciences, Band 62, Heft 11, S. 1795-1797
ISSN: 1573-9716, 1741-282X
In: Human relations: towards the integration of the social sciences, Band 62, Heft 10, S. 1581-1583
ISSN: 1573-9716, 1741-282X
In: Human relations: towards the integration of the social sciences, Band 62, Heft 9, S. 1427-1429
ISSN: 1573-9716, 1741-282X