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PENDEKATAN INTERPRETIVE: SENSEMAKING & ORGANIZING

Agenda
Context Why Sensemaking? What is Sensemaking? Sensemaking in Enhanced Decision Making Conclusions

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Symbolic Interpretive Influences

1.

The crisis of representation: questions our relationship with our social world and the ways in which we account for our experience. Social constructionism: we construct our social world and our knowledge of that world in our everyday interactions.

2.

Symbolic-Interpretivism
Challenges objective science and modernism. Applies ethnographic and interpretive approaches to organizations. Uncovers multiple interpretations of organizational members. Emphasizes the role of context in shaping and interpreting meaning.
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Symbolic-Interpretivists Explore
How people create meanings in organizations through their interpretation of utterances, stories, rituals, actions, and so on. How individuals and groups create multiple meanings and interpret them from their own cultural contexts. How multiple interpretations of individuals and subcultures blend to socially construct organizational reality.
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Symbolic-Interpretive Theories Include:

Social Construction Theory
(Berger & Luckmann, 1966)

Sensemaking Theory & Enactment Institutionalization Reflexivity

(Selznick, 1949)

(Weick, 1979, 1995)

(Clifford & Marcus, 1986)

Sensemaking Theory (Weick, 1995)

Organizations exist in the minds of organizational members in the form of cognitive maps, or images of experience.

We make them real in our actions (reification). We talk and act organizations into existence (enactment).

What is Sensemaking?
A process at the individual, group, organizational, and cultural level
That builds on a deep understanding of a situation In order to deal with that situation more effectively, through better judgments, decisions, and actions

Sensemaking addresses key cognitive issues Sensemaking* is about such things as

Placement of items into frameworks Comprehending Constructing meaning Interacting in pursuit of mutual understanding Patterning Redressing surprise

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*Adapted from: Karl Weick, Sensemaking in Organizations

Sensemaking (Weick 1995, 2000)

Grounded in identity construction Retrospective Enactive of sensible environments Social On-going Focused on and by extracted cues Driven by plausibility rather than accuracy

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Equivocality Reduction Theory: A Systems Application

Theorist: Karl Weick, Professor of Organizational Behavior and Psychology Basic premise: Organizing is a communicative activity directed toward the reduction of equivocality in information
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Equivocality Reduction Theory: A Systems Application

An organization must process information about its environment in order to function effectively (maintenance or adaptation).

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Equivocality Reduction Theory: A Systems Application

Information is equivocal when it can be given many different interpretations.

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Equivocality Reduction Theory: A Systems Application

Equivocal information may be ambiguous or conflicting.

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Equivocality Reduction Theory: A Systems Application

Equivocal information may be ambiguous or conflicting.
So what do you think of my new look? WellI think its very interesting.

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Equivocality Reduction Theory: A Systems Application

Equivocal information may be ambiguous or conflicting. Wow! Its
really great!! So what do you think of my new look?

Thats just about the ugliest thing Ive ever seen!

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Equivocality Reduction Theory: A Systems Application

In an environment of unequivocal information (certainty), organizations can rely on established rules (assembly rules) and procedures to guide decisions and actions.

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Equivocality Reduction Theory: A Systems Application

All organizations face equivocality, and the degree of equivocality in the environment is constantly increasing...the world in becoming more and more complex.

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Equivocality Reduction Theory: A Systems Application

A quote: The activities of organizing are
directed toward the establishment of a workable level of certainty. An organization attempts to transform equivocal information into a degree of unequivocality with which it can work and to which it is accustomed.
Weick, K. (1969). The social psychology of organizing. Reading, MA: Addison-Wesley.
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Sensemaking : Organizing Process

How can I know what I think [retention] until I see [selection] what I say [enactment]

Ecological Change

+ Enactment

+ (+, - )

Selection

+ Retention (+, - )

Sumber: Weick (1979: 132)

Organizing Process Meliputi 6N: Nggumuni, Nitni, Ngirani, Ngomongi, Ngembangk, danNgemongi.
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Equivocality Reduction Theory: A Systems Application

Evolutionary Process of Organizing Stage One: Enactment
Enactment is creating the environment by what you notice and how you assign it meaning Environment is not whats out there but what we know or believe to be out there Organizational environments are socially constructed
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Equivocality Reduction Theory: A Systems Application

Evolutionary Process of Organizing Stage Two: Selection
Assembly rules=organizational response recipes
Acceptable in unequivocal environments

Communication cycles=systems of doubleinteracts

Act, response, adjustment Why has there been so much turnover in our sales force lately? The new sales manager is really awful to work with. I hadnt heard that. Ill have to have a chat with him sometime soon. 23 Necessary in highly equivocal environments.

Equivocality Reduction Theory: A Systems Application

Evolutionary Process of Organizing Stage Three: Retention
Retrospective Sense-Making Rationalized vs. Rational Behavior Impacts future enactment and selection (p. 83)

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Sensemaking
Karakteristik:
(1) Berakar dalam Konstruk Identitas (Grounded in Identity Construction), (2) Sosial (Social), (3) Retrospektif (Retospective), (4) Fokus pada dan oleh Isyarat Tersadap (Focused on & by Extracted Cues), (5) Tanpa Jeda; Tanpa Awal dan Akhir (On Going), (6) Terpaku pada yang Lebih Masuk Akal dari pada Akurasi (Plausible Rather than Accurate), dan (7) Membangun Lingkungan Konstruk (Enactive).

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Weiks Seven Principles

Weick, K. E.(1995). Sensemaking in organizations. Thousand Oaks, CA: Sage. P. 61-61

Identities Retrospective Enactment Social Ongoing Extracted Cues Plausability

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1. Identities - Many identities - Filters cues 2. Retrospective - Looking back - Verbalizing to confirm 3. Enactment - Speaking creates an object (concept) - Object is to be examined
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4. Social - Who socialized me - How that was done 5. Ongoing - Sensemaking never stops 6. Extracted

Cues

- What I single out - Governed by identity 7. Plausability - If it seems right it is right - No alternatives evaluated - Search stops

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Emerging View of C2 Process

Cognitive Domain

Sensemaking
Command Intent

Understanding Awareness

Battlespace Monitoring

Battlespace Management

Information Domain

Information Systems
Synchronization
Physical Domain

Operating Environment

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Why We Need Enhanced Sensemaking

Ability to deal with Emergent threats Asymmetric situations Unfamiliar situations Dynamic situations Desire to employ new, more appropriate operational concepts and command approaches Network Centric Operations Effects Based Operations Ensure an open effective decision making process Appreciate possible non-linear futures Avoid premature closure Evaluate new information appropriately Reduce vulnerability to IO and deception

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Sensemaking: Conceptual Framework

Decision processes Prior knowledge Mental Models
Shared Shared Shared

Deep understanding of situation

Cause and effect Temporal relations Dynamic futures Opportunities & Risks

Sensemaking
Values Anticipated dynamic futures Alternatives perceived

Judgment

Command Intent
Choices among alternatives including contingent choices Choices to wait Choices to seek information Choices to consult others

Shared
Awareness C o n M s i t s r s&a i i o n n t s

er ta

in

Capabilities & Intentions

Un c

Blue

Red

Other

Time & Space

E n v i r o n m e n t

Emotions Physiological Factors Beliefs Perceptions

Planning
Missions Assets Boundaries Schedules Contingencies

Cognitive Domain

ty

Information (data in context) Data (representation)

Decision Support Models & Tools

Directives
Requests for support Queries Reports Efforts to consult

Information Domain

Synchronization

Objects/events

Physical Domain 31

Actions

Diagnosing Sensemaking
Decision processes Prior knowledge Mental Models

Was shared awareness Cause and effect Temporal relations of the situation Dynamic futures correctly understood?

Deep understanding of situation

Sensemaking
Values Anticipated dynamic Was Sense made futures of the situation? Alternatives perceived

Decisions Judgment

Choices among alternatives Was command intent including contingent choices developed collaboratively Choices to wait Choices to seek information Choices to consult others

Shared Awareness

WasOpportunities & Risks the SA shared? Did the individuals develop appropriate Red Situational Awareness (SA)? Blue
M i s s& i o n C o n s t r a i n t s

Un c

er ta

Other

in

Capabilities & Intentions

Time & Space Was it put in a form that facilitates awareness?Decision Support

E n v i r o n m e n t

Were emotions, beliefs and cognitive factors Emotions taken into account? Physiological Factors Beliefs Perceptions Were the appropriate models and tools used?
Models & Tools

Planning

Cognitive Domain

Missions Assets Boundaries Was a quality Schedules plan developed? Contingencies

ty

Information (data in context) Was it put together appropriately? (correlation, context) Data (representation) Was the right data collected? Objects/events

Directives

Information Domain

Requests for support Queries Were the decision and Reports driving factors Efforts to consult

shared?

Synchronization

Was the plan executed effectively?

Actions

Physical Domain 32

Conclusions (1 of 3)
For most cases examined, Sensemaking failure is more often caused by
Misperceptions Misinterpretations Misunderstandings Miscalculations Miscommunications Misorientation Miscorrelation Maldistribution rather than lack of data or information

And these are in the situations and mission areas we know best

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Conclusions (2 of 3)
For emerging situations and mission areas:
We lack fundamental data and mental models We lack the institutional insights necessary to understand and make sense in these arenas We lack relevant education and training
Suited to these situations and mission areas And these are situations elements of the Focused on important and mission areas operating where we are most likely to be engaged environment (cultures, languages, countries, regional dynamics)
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Conclusions (3 of 3)
Sensemaking is the essential link to information and decision superiority, but remains a weak link in the C2 value chain Our current investment strategy is focused on our strengths, not our weaknesses Without changing the way we invest, train, and do business, we will continue to be vulnerable to mission failure
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Application 1: Organizational Inertia

Strategic frames (schema) direct and limit attention Unquestioned routines guide daily decisions and actions, thus reinforcing schema Stable relationships limit access to new perspectives and information Shared beliefs and values limit questioning of decision premises and legitimacy of current practices 36

Application 2: Decision Heuristics

The Anchoring Trap The Status-Quo Trap The Sunk-Cost Trap (Escalation of Commitment) The Confirming-Evidence Trap The Framing Trap Estimating and Forecasting Traps
The Overconfidence Trap The Prudence Trap The Recallability Trap

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Application 3: Managing Diversity

Assimilation: Focuses on discrimination and fairness perceptions (eliminating differences) Differentiation: Focuses on acceptance of differences (matching organizational diversity to diversity of stakeholders) Integration: Focuses on leveraging differences as a source of substantive conflict, improved decision making, and creativity (recombinant knowledge)

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Application 3: Facilitating Collective Sensemaking

Leadership truly values varied opinions Leadership emphasizes organizational learning opportunities created by integration Culture has high solidarity (clear mission and high performance expectations) Culture emphasizes personal development Culture emphasizes substantive conflict Organization structure supports egalitarian norms, values, and processes
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The Knowing Organization

How do technicians do their work in practice? Beliefs

Enactments

Interpretations

SENSEMAKING
The Community is the Expert System The Community is the Expert System

Cultural knowledge

Premises

Tacit knowledge Knowledge from France, Canada exp.

Explicit knowledge

KNOWLEDGE CREATING

Eureka as Organizational Innovation Risk, Uncertainty

Routines

Rules Apply in 40 Other Areas

DECISION MAKING