Scan barcode
itst's review against another edition
5.0
It's written as a primer on the subject of sensemaking. Weick gives an overview of sociologists', economists', and psychologists' forrays into sensemaking and how they relate.
The presented ideas are eye-opening for anyone working in organizations development.
The presented ideas are eye-opening for anyone working in organizations development.
alexander0's review against another edition
4.0
As a post-positivist perspective, this is an excellent account of the process of how existing organizations contain interdependent actors' experience as a mechanism for making sense through puzzle solving. This is an excellent read for several reasons:
1. It provides ample literature and direction for anyone who wishes to use sensemaking in their own research,
2. It leans on the author's prior research, and others' to develop a nice synthesis in order to explain the prior interests of sensemaking and organizational research.
3. It gives a solid enough account that it suggests how all actors of an organization can actively use sensemaking as a process to develop themselves and the organizations they take a part in.
1. It provides ample literature and direction for anyone who wishes to use sensemaking in their own research,
2. It leans on the author's prior research, and others' to develop a nice synthesis in order to explain the prior interests of sensemaking and organizational research.
3. It gives a solid enough account that it suggests how all actors of an organization can actively use sensemaking as a process to develop themselves and the organizations they take a part in.
kuzminichna's review against another edition
4.0
This is a very important theoretical book for anybody studying organizations. Well, somewhat important.
mburnamfink's review against another edition
4.0
This is a strange, brilliant, infuriating book. Weick develops a theory of people and organizations as entities that make sense of their word through stories, and the kinds of dsyfunction that can happen when those stories no longer match reality. People only know what they're thinking once they say it, and honest and open communication is a key element of success.
I'll admit that as a social constructivist, this makes a lot of sense to me. I particularly like the way that Weick neatly skewers the canard of 'shared values' as implying 'collective values' when it more often tends to mean 'values distributed from management', and the call for drawing on as rich of pool of language as possible.
What makes this book infuriating is that I'm not quite sure who it's for. It's very abstract, and a manager interested in improving their organization would not find many useful tips. For researchers, it mostly points towards "do ethnography, be a participant." We make sense of the world through stories, but I'm not sure how, or which stories.
I'll admit that as a social constructivist, this makes a lot of sense to me. I particularly like the way that Weick neatly skewers the canard of 'shared values' as implying 'collective values' when it more often tends to mean 'values distributed from management', and the call for drawing on as rich of pool of language as possible.
What makes this book infuriating is that I'm not quite sure who it's for. It's very abstract, and a manager interested in improving their organization would not find many useful tips. For researchers, it mostly points towards "do ethnography, be a participant." We make sense of the world through stories, but I'm not sure how, or which stories.
More...