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Sensemaking in Crisis and Change: Inspiration and Insights From Weick (1988)

Sensemaking in Crisis and Change: Inspiration and Insights From Weick (1988) abstract When Karl Weick's seminal article, ‘Enacted Sensemaking in Crisis Situations’, was published in 1988, it caused the field to think very differently about how crises unfold in organizations, and how emergent crises might be more quickly curtailed. More than 20 years later, we offer insights inspired by the central ideas in that article. Beginning with an exploration of key sensemaking studies in the crisis and change literatures, we reflect on lessons learned about sensemaking in turbulent conditions since Weick (1988), and argue for two core themes that underlie sensemaking in such contexts: shared meanings and emotion. We examine when and how shared meanings and emotion are more and less likely to enable more helpful, or adaptive, sensemaking, and conclude with some suggestions for future research in the sensemaking field. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

Sensemaking in Crisis and Change: Inspiration and Insights From Weick (1988)

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References (200)

Publisher
Wiley
Copyright
© 2010 The Authors. Journal compilation © 2010 Blackwell Publishing Ltd and Society for the Advancement of Management Studies
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/j.1467-6486.2010.00908.x
Publisher site
See Article on Publisher Site

Abstract

abstract When Karl Weick's seminal article, ‘Enacted Sensemaking in Crisis Situations’, was published in 1988, it caused the field to think very differently about how crises unfold in organizations, and how emergent crises might be more quickly curtailed. More than 20 years later, we offer insights inspired by the central ideas in that article. Beginning with an exploration of key sensemaking studies in the crisis and change literatures, we reflect on lessons learned about sensemaking in turbulent conditions since Weick (1988), and argue for two core themes that underlie sensemaking in such contexts: shared meanings and emotion. We examine when and how shared meanings and emotion are more and less likely to enable more helpful, or adaptive, sensemaking, and conclude with some suggestions for future research in the sensemaking field.

Journal

Journal of Management Studies – Wiley

Published: May 1, 2010

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