Grad Sensemaking Agent Skill

Weick's Sensemaking Theory

Overview

Sensemaking theory, developed by Karl Weick, explains how people structure the unknown by placing stimuli into frameworks that enable comprehension and action. It is fundamentally retrospective, social, and ongoing — people discover what they think by looking at what they have done.

When to Use

• Analyzing how organizations interpreted (or misinterpreted) ambiguous events
• Studying crisis response and organizational failure
• Understanding how identity shapes interpretation in volatile environments
• Diagnosing why early warning signals were missed or dismissed

When NOT to Use

• When the situation is routine and well-structured (sensemaking concerns the novel and ambiguous)
• When a rational decision-making model adequately explains behavior
• When the focus is on outcomes rather than interpretation processes

Assumptions

IRON LAW: Sensemaking is retrospective — people make sense of situations
AFTER they act, not before. Any analysis that assumes actors first
understood the situation and then decided what to do reverses the
causal order of sensemaking.

Key assumptions:

• Action precedes understanding — people act their way into meaning
• Plausibility matters more than accuracy — good-enough stories enable action
• Sensemaking is social — shared meanings are negotiated, not discovered individually
• Identity construction drives what people notice and how they interpret it

Methodology

Step 1: Identify the Sensemaking Episode

Select the ambiguous or disruptive event that triggered sensemaking. Define the temporal boundaries.

Step 2: Apply the Seven Properties of Sensemaking

| Property | Question to Ask |

|----------|----------------|

| Identity construction | How did actors' sense of "who we are" shape interpretation? |

| Retrospect | What past actions were reinterpreted to make the situation intelligible? |

| Enactment | How did actors' actions create the environment they then responded to? |

| Social | How was meaning negotiated among group members? |

| Ongoing | How did sensemaking evolve as the situation unfolded? |

| Extracted cues | Which cues were noticed and which were ignored? Why? |

| Plausibility over accuracy | What "good enough" story was adopted? What accuracy was sacrificed? |

Step 3: Identify Sensemaking Breakdowns

Locate cosmology episodes (total loss of meaning), commitment traps, or situations where enactment created self-fulfilling prophecies.

Step 4: Assess Consequences

Evaluate how the sense made (or not made) shaped organizational action and outcomes.

Output Format

## Sensemaking Analysis: [Context]

### Triggering Event
- Event: [description of the ambiguous/disruptive situation]
- Temporal scope: [when sensemaking began and stabilized]

### Seven Properties Assessment
| Property | Evidence | Impact on Interpretation |
|----------|----------|------------------------|
| Identity construction | [evidence] | [how it shaped meaning] |
| Retrospect | [evidence] | [how it shaped meaning] |
| Enactment | [evidence] | [how it shaped meaning] |
| Social | [evidence] | [how it shaped meaning] |
| Ongoing | [evidence] | [how it shaped meaning] |
| Extracted cues | [evidence] | [how it shaped meaning] |
| Plausibility | [evidence] | [how it shaped meaning] |

### Sensemaking Breakdowns
- [Where and why meaning collapsed or was distorted]

### Consequences
1. [How the sense made shaped subsequent action]
2. [What alternative interpretations were foreclosed]

Gotchas

• Sensemaking is NOT the same as interpretation — it includes action and enactment, not just cognition
• Do not assume sensemaking produces correct understanding; it produces actionable understanding
• Retrospect bias: the analyst must avoid imposing post-hoc clarity on what was genuinely ambiguous
• Enactment means actors partly CREATE the situations they face — cause and effect are circular
• In crises, the collapse of sensemaking (cosmology episodes) can be more important than the event itself
• Weick's Mann Gulch and Tenerife analyses are canonical examples — but do not treat them as the only application domain

References

• Weick, K. E. (1995). *Sensemaking in Organizations*. Sage Publications.
• Weick, K. E. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. *Administrative Science Quarterly*, 38(4), 628-652.
• Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the process of sensemaking. *Organization Science*, 16(4), 409-421.