Sensemaking in Organization and Management research –perspectives and approaches

PhD course, 3 hp

Chalmers University of Technology,

Examiner: Susanne Ollila, Professor

Course description

This course explores the concept of sensemaking in organizations and its implications for management research. We will investigate how individuals and groups create meaning in complex and uncertain environments, focusing on various theoretical frameworks and empirical applications. Through readings and discussions, the PhD students will develop a comprehensive understanding of the sensemaking process and various perspectives and approaches and their relevance in organizational and management research.

 

Course Goals 

After completing the course, the doctoral student should be able to:  

• Describe the central notions of sensemaking
• Discuss sensemaking as a theoretical lens in relation to their own research
• Critically reflect on how sensemaking can inform management practices and theories.
• Describe different ways to apply sensemaking perspectives during the research process (data collection, analysis, writing)

 

Schedule

4 sessions, Sept-Nov 2024

Topic	Date Room	Responsible senior	PhD student presenting
Session 1: Introduction	Sept 9, 13-16, Avenyn	Sanne	N/A
Session 2: Sensemaking the intangible	Sept 27, 13-16, Brunnsparken	Arni	Carolin
Session 3: Sensmaking and organizational processes	Oct 9, 13-16, Avenyn	Petra	Christoffer
Session 4: Prospective Sensemaking	Nov 12, 13-16, Brunnsparken	Anna	Elinor

 

Session format

The sessions are discussion-based which means that both PhD students and seniors engage in discussions around the selected literature. The responsible senior is the moderator of the day. Each session (the first being an exception) also includes a presentation when the assigned student describes how she/he is using sensemaking.

Preparation (see assignments)

For paper discussions:

- Study the compulsory reading for each session (listed in the module relating to each session respectively).

- Individually prepare 3-5 questions or reflections and post them in the session's "Discussion" (here in Canvas). They will be used to guide our conversations. Please also include a short statement motivating each question/comment.

For your presentation:

- Prepare a 15-20 minutes presentation on how you are using sensemaking in your research (in an article or in the “kappa”). Above table shows what session your presentation is scheduled. 

- Focus the presentation on how you are currently using or planning to engage with sensemaking as a theoretical lens in relation to your own research.

- You need to utilize a minimum of 4-5 articles on sensemaking, other than the compulsory reading.

-The presentation will be followed by joint questions and discussion, and the presentation should cover both conceptual/theoretical understanding by explaining chosen theories and perspectives, as well as their application in the own research process. When possible, examples can help to clarify.

- The presentation forms a starting point for the written hand-in to be delivered after the final session.

Examination

Examination is based on attendance and preparation for seminar sessions, presentation at one seminar, an individual written hand-in to be handed in after the final session and a group-based task to be completed after the final session.

The individual written hand-in is to write a text on sensemaking that is useful in the own PhD work, e.g. as part of a research article or kappa chapter. More details will be presented during the course and the assignment should be discussed with the main supervisor to ensure a good fit with ongoing studies. It is expected that literature from the course is utilized. Maximum 5 pages (approx. 2500 words).

There is also a group-based examination, initiated at the final session. The focus of this task is on visualizing sensemaking. To support each other in developing illustrations and models related to your research utilizing/relating to sensemaking, you are expected to self-organize 1-2 discussion sessions (online or in-person as you prefer) after the course is finished where your will meet and share some tentative illustration or model that you are currently working on. You are expected to provide constructive feedback to each other on how the models/illustrations/visualizations can be further developed. The hand-in is a collective report, briefly detailing the initial visualization of each PhD student and the current form after the discussion sessions (Before and After). A short text accompanying each visualization should reflect the development process and how questions and comments on the visualizations supported its further development. The PhD students are expected to contribute equally to the collective report. Max 5 pages in total (illustrations excluded). To be handed in by Feb 28, 2025 at the latest.

Literature

Main textbooks for the course:

• Weick, K. (1995). Sensemaking in Organizations.

A selection of chapters will be provided from:

• Hernes, T., & Maitlis, S., (2012). Process, sensemaking, & organizing.

Compulsory reading for each seminar:

All participants need to read the assigned articles/book chapters. The presenting PhD student will need to read additional literature (1-2 articles) related to her/his own field/research to prepare a presentation (see instruction in "Assignments").

 

Session 1: Introduction

Presenting PhD: N/A

Literature:

Weick, K. (1995). Sensemaking in Organizations. Chapters 1-4.

Hernes, T., & Maitlis, S., (2012). Process, sensemaking, & organizing. Chapter 2 & 6

 

Session 2: Sensemaking the intangible

Presenting PhD: Carolin

Literature:

Hernes, T., & Maitlis, S., (2012). Chapter 4: Organizing in a world without entities

Daskalopoulou, A., Keeling, K., & Pritchard Jones, R. (2019). Understanding technology mediation and new service provider roles in healtcare. Journal of Services Marketing, 33(2), 245–254. https://doi.org/10.1108/JSM-11-2017-0368

Pinnington, B., & Meehan, J. (2023). Learning to see modern slavery in supply chains through paradoxical sensemaking. Journal of Supply Chain Management, 59(4), 22–41. https://doi.org/10.1111/jscm.12309

Rouleau L (2005) Micro-practices of strategic sensemaking and sensegiving: How middle managers interpret and sell change every day. Journal of Management Studies 42(7): 1413–1441

 (1-2 extra ONLY for presenting PhD student)

 

Session 3: Sensemaking and process

Presenting PhD: Christoffer

Literature:

Hernes, T., & Maitlis, S., (2012). Chapter 7: Rediscovering becoming: Insights from an oriental perspective

Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12, 433-448.

Sandberg, J., & Tsoukas, H. (2015). Making sense of the sensemaking perspective: Its constituents, limitations, and opportunities for further development. Journal of Organizational Behavior, 36(S1), S6-S32

Weick, K., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the process of sensemaking. Organization Science, 16(4): 409–421.

(1-2 extra ONLY for presenting PhD student)

 

Session 4: Prospective Sensemaking

Presenting PhD: Elinor

Literature:

Hernes, T., & Maitlis, S., (2012). Chapter 13: Future-oriented sensemaking

Wright, A. (2005). The role of scenarios as prospective sensemaking devices. Management Decision, 43(1), 86-101.

Griffith, T. L. (1999). Technology features as triggers for sensemaking. Academy of Management review, 24(3), 472-488.

Meyer, U. (2019). The emergence of an envisioned future. Sensemaking in the case of “Industrie 4.0” in Germany. Futures, 109, 130-141.

(1-2 extra ONLY for presenting PhD student)

Additional optional reading:

On the sensemaking process

• Weick, K., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the process of sensemaking. Organization Science, 16(4): 409–421.
• Maitlis, S. & Christianson, M. (2014). Sensemaking in organizations: taking stock and mo Sandberg, J., & Tsoukas, H. (2015). Making sense of the sensemaking perspective: Its constituents, limitations, and opportunities for further development. Journal of Organizational Behavior, 36(S1), S6-S32.
• Pirolli, P., & Russell, D. M. (2011). Introduction to this special issue on sensemaking. Human–Computer Interaction, 26(1-2), 1-8.
• ving forward. Academy of Management Annals, 8(1), 57–125.
• Maitlis, S. (2005). The social processes of organizational sense making. Academy of Management Journal, 48(1): 21–49.
• Cristofaro, M. (2022). Organizational sensemaking: A systematic review and a co-evolutionary model.European Management Journal, 40(3), 393-405.
• Sandberg, J., & Tsoukas, H. (2020). Sensemaking reconsidered: Towards a broader understanding through phenomenology.Organization Theory, 1(1), 2631787719879937

Sensemaking, organizations and & change

• Weick, K. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 3: 628–652.
• Maitlis, S., & Sonenshein, S. (2010). Sensemaking in crisis and change: Inspiration and insights from Weick (1988). Journal of Management Studies, 47(3), 551-580.
• Watson, T. J. (1995). Rhetoric, discourse and argument in organizational sense making: A reflexive tale. Organization Studies, 16(5), 805-821.
• Rouleau, L., & Balogun, J. (2011). Middle managers, strategic sensemaking, and discursive competence. Journal of Management studies, 48(5), 953-983.
• Rouleau, L. (2005). Micro‐practices of strategic sensemaking and sensegiving: How middle managers interpret and sell change every day. Journal of Management Studies, 42(7), 1413-1441.
• Kurtz, C. F., & Snowden, D. J. (2003). The new dynamics of strategy: Sense-making in a complex and complicated world. IBM systems journal, 42(3), 462-483.
• Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12, 433-448.
• Gioia, D. A., & Thomas, J. B. (1996). Identity, image, and issue interpretation: Sensemaking during strategic change in academia. Administrative science quarterly, 370-403.
• Lüscher, L. S., & Lewis, M. W. (2008). Organizational change and managerial sensemaking: Working through paradox. Academy of Management Journal, 51(2), 221-240.
• Schildt, H., Mantere, S., & Cornelissen, J. (2020). Power in sensemaking processes. Organization Studies, 41(2), 241-265.
• Patriotta, G. (2003). Sensemaking on the shop floor: Narratives of knowledge in organizations. Journal of Management Studies, 40(2), 349-375.
• Wrzesniewski, A., Dutton, J. E., & Debebe, G. (2003). Interpersonal sensemaking and the meaning of work. Research in organizational behavior, 25, 93-135.
• Ancona, D. (2012). Sensemaking: Framing and acting in the unknown. The handbook for teaching leadership.

Sensemaking, materiality & technology

• Knight, E. et al.(2024) ‘Sensing the Room: The Role of Atmosphere in Collective Sensemaking’, Academy of Management Journal, p. amj.2021.1389 
• Whittle, A., Vaara, E., & Maitlis, S. (2023). The role of language in organizational sensemaking: An integrative theoretical framework and an agenda for future research.Journal of Management, 49(6), 1807-1840
• Orlikowski, W. J. (2002). Knowing in practice: Enacting a collective capability in distributed organizing. Organization science, 13(3), 249-273.Orlikowski, W. J., & Gash, D. C. (1994). Technological Frames: Making Sense of Information Technology in Organizations. ACM Transactions on Information Systems.
• Leonardi, P. M. (2011). When flexible routines meet flexible technologies: Affordance, constraint, and the imbrication of human and material agencies. Mis Quarterly, 147-167.
• Griffith, T. L. (1999). Technology features as triggers for sensemaking. Academy of Management review, 24(3), 472-488.
• Stigliani, I., & Ravasi, D. (2012). Organizing thoughts and connecting brains: Material practices and the transition from individual to group-level prospective sensemaking. Academy of Management Journal, 55(5), 1232–1259.
• Sakellariou, E., & Vecchiato, R. (2022). Foresight, sensemaking, and new product development: Constructing meanings for the future. Technological Forecasting and Social Change, 184, 121945.
• Meyer, U. (2019). The emergence of an envisioned future. Sensemaking in the case of “Industrie 4.0” in Germany. Futures, 109, 130-141.
• Wright, A. (2005). The role of scenarios as prospective sensemaking devices. Management Decision, 43(1), 86-101.

Sensemaking & narratives

• Brown, A. D., Stacey, P., & Nandhakumar, J. (2008). Making sense of sensemaking narratives. Human relations, 61(8), 1035-1062.
• Abolafia, M. Y. (2010). Narrative construction as sensemaking: How a central bank thinks. Organization Studies, 31(3), 349-367.
• Bruskin, S., & Mikkelsen, E. N. (2020). Anticipating the end: exploring future-oriented sensemaking of change through metaphors. Journal of organizational change management, 33(7), 1401-1415.