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Cited by 6,943Management and Organizational StudiesAppreciative Inquiry and Organizational ChangeOrganizational Learning and Leadership

Organizing and the process of sensemaking

Weick, Karl E., Sutcliffe, Kathleen M., Obstfeld, David·2005·Organization Science
DOI 10.1287/orsc.1050.0133
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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.

Integrity signals

Registry

Crossref · 10.1287/orsc.1050.0133

Cites

78 of 78 references verified0 citation errors · 0 not checkable

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Each is checked against this paper’s own text: does it say what the citing paper says it does?

  • Talk occurs both early and late, as does action, and either one can be designated the starting point to the destination.

    ““Talk occurs both early and late, as does action, and either one can be designated the starting point to the destination”.”

    From Timely hypocrisy? Hypocrisy temporalities in CSR communication (2020) · cites this paper as Weick, Sutcliffe and Obstfeld, 2005

  • Developing solutions in the face of crisis is always a combination of sensemaking and acting.

    “Developing solutions in the face of crisis is always a combination of sensemaking and acting (Weick et al. 2005).”

    From Organizational resilience: a capability-based conceptualization (2020) · cites this paper as Weick et al. 2005

  • In the more complex context within which organizations now operate, effective leadership is that which enables others to implement strategic and related changes.

    “Others have commented that in the more complex context within which organizations are now operating, effective leadership is that which enables others”

    From What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders (2011) · cites this paper as Weick, Sutcliffe, & Obstfeld, 2005

Cites

Flagged first, then by citations

Research works printed but not linked: 10

  1. Campbell D. T., 1997, Evolution Cognition, 3, 5
  2. Dutton J. E., 1993, Research in Organizational Behavior, 15, 195
  3. Jennings P. D., 2003, Debating Organization: Point-Counterpoint in Organization Studies, 195
  4. Klein G., Expertise Out of Context: Proc. 6th Internat. Conf. Naturalistic Decision Making
  5. Mandler G., 1984, Mind and Body
  6. Ocasio W., 2001, Organizational Cognition: Computation and Interpretation, 39
  7. Porac J. F., 2002, The Blackwell Companion to Organizations, 579
  8. Warglien M., 2002, The Blackwell Companion to Organizations, 98
  9. Weick K. E., 1995, Sensemaking in Organizations
  10. Woods D. D., 2000, Handbook of Applied Cognition, 141

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Related

Authors
Weick, K. E., Sutcliffe, K. M., & Obstfeld, D.
Affiliations
  • University of Michigan (US)
  • University of California, Irvine (US)
ORCID
Venue
Organization Science
Publisher
Institute for Operations Research and the Management Sciences (INFORMS)
Published
2005-08
Volume
16
Issue
4
Pages
409-421
ISSN
  • 1047-7039 (ISSN-L)
  • 1526-5455
DOI
10.1287/orsc.1050.0133
OpenAlex
W2112665591
Cited by
6,943
References
78
Citations by year
2026: 547 · 2025: 371 · 2024: 393 · 2023: 422 · 2022: 455 · 2021: 511 · 2020: 482 · 2019: 439 · 2018: 362 · 2017: 381 · 2016: 370 · 2015: 440 · 2014: 329 · 2013: 344 · 2012: 314
FWCI
156.69
Type
journal article
Language
en
Open access
closed
Locations
Organization Science (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Appreciative Inquiry and Organizational Change
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Learning and Leadership
Keywords
sensemaking, organizing, meaning-making, identity, organizational behavior, sensegiving, persuasion, emotions in organizations, action orientation, macro perspective

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