Karl E. Weick: Quotes about people

“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

“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

“Managers construct, rearrange, single out, and demolish many “objective” features of their surroundings. When people act they unrandomize variables, insert vestiges of orderliness, and literally create their own constraints.”

Karl E. Weick

Source: 1970s, Social Psychology of Organizing, (1979), p. 243 ; As cited in: Dr. Adrian McLean (2013), Leaderhip and Cultural Webs in Organisations: Weavers' Tales. p. 213

People

“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

“Campbell (1979) has shown how the learning theory developed in the tight research group surrounding Kenneth Spence was less powerful than the learning theory developed within the much looser group surrounding Edward Tolman. These differences are explained in part by the relative ease people in Tolman's group had evaluating and changing ideas without regard for the effect of these changes on their reputations and the relative difficulty people in Spence's group had when they tried to do the same thing.”

Karl E. Weick

Karl E. Weick, " Drop your tools : An allegory for organizational studies http://www19.homepage.villanova.edu/gregory.gull/MBA8510.html/DropTools_Weick.htm." Administrative Science Quarterly. v41 n2. Jun 1996. p. 301-31
1980s-1990s

People , Idea , Learning , Change

“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

“Roethlisberger argues that people who are preoccupied with success ask the wrong question. They ask, “what is the secret of success” when they should be asking, “what prevents me from learning here and now?” To be overly preoccupied with the future is to be inattentive toward the present where learning and growth take place. To walk around asking, “am I a success or a failure” is a silly question in the sense that the closest you can come to answer is to say, everyone is both a success and a failure.”

Karl E. Weick

Weick, Karl E. "How Projects Lose Meaning: The Dynamics of Renewal." in Renewing Research Practice by R. Stablein and P. Frost (Eds.). Stanford, CA: Stanford. 2004; cited in: Bob Sutton " Karl Weick On Why "Am I a Success or a Failure?" Is The Wrong Question http://bobsutton.typepad.com/my_weblog/2008/04/karl-weick-on-w.html," at bobsutton.typepad.com, April 12, 2008.
2000s

People , Secret , Failure , Question

“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

“Experience is the consequence of activity. The manager literally wades into the swarm of "events" that surround him and actively tries to unrandomize them and impose some order: The manager acts physically in the environment, attends to some of it, ignores most of it, talks to other people about what they see and are doing.”

Karl E. Weick

Source: 1970s, Social Psychology of Organizing, (1979), p. 148

People