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.

game and the rules by which it is played, as they are playing it” (p. 2). Seen from this perspective, sensemaking is an emergent activity—a capacity to move between heuristics and algorithm, intuition and logic, inductive and deductive reason-ing, continuously looking for and provid-ing evidence, and generating and testing

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