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SENSEMAKING

3 This chapter introduces SENSEMAKING as a key leadership capability for the complex and dynamic world we live in today. SENSEMAKING , a term introduced by Karl Weick, refers to how we structure the unknown so as to be able to act in it. SENSEMAKING involves coming up with a plausible understanding a map of a shifting world; testing this map with others through data collection, action, and conversation; and then refining, or abandoning, the map depending on how credible it is. SENSEMAKING enables leaders to have a better grasp of what is going on in their environments, thus facilitating other leadership activities such as visioning, relating, and inventing.

Brian Arthur (1996) uses a gambling casino analogy to illustrate the kind of pro-found uncertainty we currently face that creates a great need for sensemaking: Imagine you are milling about in a large casino with the top figures of high tech.. . . Over at one table, a game is starting called Multimedia. Over at another is a game called Web ...

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