Karl E. Weick: Making

“Sensemaking is about the enlargement of small cues. It is a search for contexts within which small details fit together and make sense. It is people interacting to flesh out hunches. It is a continuous alternation between particulars and explanations with each cycle giving added form and substance to the other.”

Karl E. Weick

Source: 1980s-1990s, Sensemaking in Organizations, 1995, p. 133

People , Search , Sense

“The basic idea of sensemaking is that reality is an ongoing accomplishment that emerges from efforts to create order and make retrospective sense of what occurs.”

Karl E. Weick

Weick (1993, p. 635), as cited in: Bruce K. Berger, ‎Juan Meng (2014), Public Relations Leaders as Sensemakers, p. 7
1980s-1990s

Idea , Reality , Sense , Effort

“Action often creates the orderly relations that originally were mere presumptions summarized in a cause map. Thus language trappings of organizations such as strategic plans are important components in the process of creating order. They hold events together long enough and tightly enough in people's heads so that they act in the belief that their actions will be influential and make sense.”

Karl E. Weick

Weick, Karl E. Organizational culture as a source of high reliability. National Emergency Training Center, 1987. p. 98
1980s-1990s

People , Sense

“The point we want to make here is that sensemaking is about plausibility, coherence, and reasonableness. Sensemaking is about accounts that are socially acceptable and credible… It would be nice if these accounts were also accurate. But in an equivocal, postmodern world, infused with the politics of interpretation and conflicting interests and inhabited by people with multiple shifting identities, an obsession with accuracy seems fruitless, and not of much practical help, either.”

Karl E. Weick

Source: 1980s-1990s, Sensemaking in Organizations, 1995, p. 61, as cited in: Uta Priss, ‎Simon Polovina, ‎Richard Hill (2007), Conceptual Structures: Knowledge Architectures for Smart Applications. p. 31

People , World , Help

“To talk about sensemaking is to talk about reality as an ongoing accomplishment that takes form when people make retrospective sense of the situations in which they find themselves and their creations. There is a strong reflexive quality to this process. People make sense of things by seeing a world on which they already imposed what they believe. In other words, people discover their own inventions. This is why sensemaking can be understood as invention and interpretations understood as discovery. These are complementary ideas. If sensemaking is viewed as an act of invention, then it is also possible to argue that the artifacts it produces include language games and texts.”

Karl E. Weick

Source: 1980s-1990s, Sensemaking in Organizations, 1995, p. 15

People , World , Game , Idea

“When people perform an organized action sequence and are interrupted, they try to make sense of it. The longer they search, the higher the arousal, and the stronger the emotion. If the interruption slows the accomplishment of an organized sequence, people are likely to experience anger. If the interruption has accelerated accomplishment, then they are likely to experience pleasure. If people find that the interruption can be circumvented, they experience relief. If they find that the interruption has thwarted a higher level plan, then anger is likely to turn into rage, and if they find that the interruption has thwarted a minor behavioural sequence, they are likely to feel irritated.”

Karl E. Weick

Source: 1980s-1990s, Sensemaking in Organizations, 1995, p. 48-49, as cited in: Magala, Slawomir J. " Book Review Essay: Karl E. Weick: Sensemaking in Organizations 1995, London: Sage. 231 pages. http://www.sagepub.com/mcdonaldizationstudy5/articles/Book%20Reviews_Articles%20PDFs/Magala.pdf," Organization studies 18.2 (1997): p. 324.

People , Pleasure , Feeling , Search

“The environment is located in the mind of the actor and is imposed by him on experience in order to make that experience more meaningful. It is seldom dawns on organizational theorists to look for environments inside of heads rather than outside of them.”

Karl E. Weick

Karl. E. Weick (1977, p. 273), as cited in: James R. Taylor, Elizabeth J. Van Ever. The Emergent Organization: Communication As Its Site and Surface. (1999), p. 285
1970s