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. Copyright (c) 2010 The Authors. Journal compilation (c) 2010 Blackwell Publishing Ltd and Society for the Advancement of Management Studies.Download Info
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Article provided by Wiley Blackwell in its journal Journal of Management Studies.
Volume (Year): 47 (2010)
Issue (Month): 3 (05)
Pages: 551-580
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Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.Cited by:
- Schreurs, Bert & van Emmerik, IJ. Hetty & Guenter, Hannes & Germeys, Filip, 2011. "A Weekly Diary Study on the Buffering Role of Social Support in the Relationship between Job Insecurity and Employee Performance," Working Papers 2011/27, Hogeschool-Universiteit Brussel, Faculteit Economie en Management.
- Perrot, Serge & Garreau, Lionel, . "Comprendre la dynamique de la socialisation organisationnelle : une approche par le sensemaking," Open Access publications from Université Paris-Dauphine urn:hdl:123456789/9535, Université Paris-Dauphine.
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