Difference between revisions of "Sensemaking in Crisis and Change: Inspiration and Insights From Weick"

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[[Category:Literature]]
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'''Author:''' Maitlis, S. & Sonenshein, S.
== Author(s) - Sally Maitlis and Scott Sonenshein ==
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==  Sensemaking in Crisis and Change: Inspiration and
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Insights From Weick  ==
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=== Source -http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.2010.00908.x/abstract;jsessionid=05F3830D3B46BB260737FD83B9B0BB65.d03t01  ===
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=== Year of Publication - 1988 ===
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<small>=== Abstract === <br />
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When Karl Weick’s seminal article, ‘Enacted Sensemaking in Crisis Situations’,
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'''Title:''' Sensemaking in crisis and change: Inspiration and insights from Weick (1988)
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
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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.</small>
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'''Year of Publication:''' 2010
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'''Journal:''' Journal of Management Studies
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'''Volume:''' 47 '''Issue:''' 3
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'''Source:''' http://dx.doi.org/10.1111/j.1467-6486.2010.00908.x
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'''Keywords:''' [[:Category:Business|business]], [[:Category:Change|change]], [[:Category:Crisis|crisis]], [[:Category:Gestalt Switch|gestalt switch]], [[:Category:Management|management]], [[:Category:Organization|organization]], [[:Category:Qualitative|qualitative]], [[:Category:Theory oriented|theory oriented]]
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'''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.
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[[Category:Literature]]
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[[Category:Business]]
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[[Category:Change]]
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[[Category:Crisis]]
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[[Category:Gestalt Switch]]
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[[Category:Management]]
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[[Category:Organization]]
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[[Category:Qualitative]]
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[[Category:Theory oriented]]
  
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<!--STUDENT CONTENT
 
Personal Ideas<br />
 
Personal Ideas<br />
 
I chose this paper because the concept of organizational crisis is analyzed with several ideas regarding emotions in crisis situation. I have been working on curiosity as a method to face  organizational crisis and, in my opinion, this paper showed some ideas that could be used to expand the knowledge on organizational curiosity.
 
I chose this paper because the concept of organizational crisis is analyzed with several ideas regarding emotions in crisis situation. I have been working on curiosity as a method to face  organizational crisis and, in my opinion, this paper showed some ideas that could be used to expand the knowledge on organizational curiosity.
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9. In sense making one of the problem is due to the fact that a widespread shared meaning in organizations, among all levels of workers, presents a high level of danger.  
 
9. In sense making one of the problem is due to the fact that a widespread shared meaning in organizations, among all levels of workers, presents a high level of danger.  
 
10. The novelty of sense making approach of this paper respect traditional approaches in crisis management is to consider social and affective process instead of cognitive processes.
 
10. The novelty of sense making approach of this paper respect traditional approaches in crisis management is to consider social and affective process instead of cognitive processes.
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Revision as of 03:11, 11 May 2013

Author: Maitlis, S. & Sonenshein, S.

Title: Sensemaking in crisis and change: Inspiration and insights from Weick (1988)

Year of Publication: 2010

Journal: Journal of Management Studies

Volume: 47 Issue: 3

Source: http://dx.doi.org/10.1111/j.1467-6486.2010.00908.x

Keywords: business, change, crisis, gestalt switch, management, organization, qualitative, theory oriented

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.