Sensemaking in Organizations, 第 3 卷SAGE, 1995年5月31日 - 231 頁 The teaching of organization theory and the conduct of organizational research have been dominated by a focus on decision-making and the concept of strategic rationality. However, the rational model ignores the inherent complexity and ambiguity of real-world organizations and their environments. In this landmark volume, Karl E Weick highlights how the `sensemaking' process shapes organizational structure and behaviour. The process is seen as the creation of reality as an ongoing accomplishment that takes form when people make retrospective sense of the situations in which they find themselves. |
內容
The Nature of Sensemaking | 1 |
Seven Properties of Sensemaking | 17 |
Sensemaking in Organizations | 63 |
Occasions for Sensemaking | 83 |
The Substance of Sensemaking | 106 |
BeliefDriven Processes of Sensemaking | 133 |
ActionDriven Processes of Sensemaking | 155 |
The Future of Sensemaking | 169 |
| 198 | |
| 218 | |
| 225 | |
About the Author 231 | |
其他版本 - 查看全部
常見字詞
accuracy activity ambiguity argue argument arousal attention autonomic nervous system battered child syndrome become behavioral confirmation beliefs Burns and Stalker Cartesian anxiety choice cognitive commitment communication complex concept context create crucial Daft decision defined describe develop discussion effects emotion enactment environment example expectations experience extracted cues focus focused frame Hawick hindsight bias idea identity ideology images implies important individual influence interaction interpretation interruption intersubjective issues less managers manipulation mental models observation occasion for sensemaking occurs oligopoly ontology organizational culture organizational sensemaking organizational studies outcome paradigm perceived perception person plausible Porac predictable problem produce question rationality reality response retrospect routines self-fulfilling prophecies sense sensemaking in organizations sensemaking processes sequence situation social construction Starbuck and Milliken Staw stories strategies structures subjectivity suggests symbolic interactionism talk theories of action things tion uncertainty understanding Weick William Meredith words