Abstract
Sensemaking involves turning circumstances into a situation that is
comprehended explicitly in words and that serves as a springboard
into action. In this paper we take the position that the concept
of sensemaking fills important gaps in organizational theory. The
seemingly transient nature of sensemaking belies its central role
in the determination of human behavior, whether people are acting
in formal organizations or elsewhere. Sensemaking is central because
it is the primary site where meanings materialize that inform and
constrain identity and action. The purpose of this paper is to take
stock of the concept of sensemaking. We do so by pinpointing central
features of sensemaking, some of which have been explicated but neglected,
some of which have been assumed but not made explicit, some of which
have changed in significance over time, and some of which have been
missing all along or have gone awry. We sense joint enthusiasm to
restate sensemaking in ways that make it more future oriented, more
action oriented, more macro, more closely tied to organizing, meshed
more boldly with identity, more visible, more behaviorally defined,
less sedentary and backward looking, more infused with emotion and
with issues of sensegiving and persuasion. These key enhancements
provide a foundation upon which to build future studies that can
strengthen the sensemaking perspective.
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