Karl E. Weick

“In any potential collectivity, members have different interests, capabilities, preferences, and so forth. They want to accomplish different things. However, to achieve some of these diverse ends, concerted, interdependent actions are required.”

“They [laboratory groups] bypass such questions as how one comes to know that a problem exists, what it does to solution adequacy to be working on several different things concurrently with problem solving, what it's like to go about solving a felt, intuited problem rather than an explicitly stated consensually validated problem which was made visible to all members at a specific point in time.”

“There is no methodological process by which one can confirm the existence of an object independent of the confirmatory process involving oneself. The outside is a void, there is only the inside. A person's world, the inside or internal view is all that can be known. The rest can only be the object of speculation.”

“The environment is located in the mind of the actor and is imposed by him on experience in order to make that experience more meaningful. It is seldom dawns on organizational theorists to look for environments inside of heads rather than outside of them.”

“If an organization is to learn anything, then the distribution of its memory, the accuracy of that memory, and the conditions under which that memory is treated as a constraint become crucial characteristics of organizing.”

“If all of the elements in a large system are loosely coupled to one another, then any one element can adjust to and modify a local a local unique contingency without affecting the whole system. These local adaptations can be swift, relatively economical, and substantial.”

“In a loosely coupled system there is more room available for self-determination by the actors. If it is argued that a sense of efficacy is crucial for human beings. ihen a sense of efficacy might be greater in a loosely coupled system with autonomous units than it would be in a tightly coupled system where discretion is limited.”

“The typical coupling mechanisms of authority of office and logic of the task do not operate in educational organizations.”

“Experience is the consequence of activity. The manager literally wades into the swarm of "events" that surround him and actively tries to unrandomize them and impose some order: The manager acts physically in the environment, attends to some of it, ignores most of it, talks to other people about what they see and are doing.”

“Managers construct, rearrange, single out, and demolish many “objective” features of their surroundings. When people act they unrandomize variables, insert vestiges of orderliness, and literally create their own constraints.”

“Action often creates the orderly relations that originally were mere presumptions summarized in a cause map. Thus language trappings of organizations such as strategic plans are important components in the process of creating order. They hold events together long enough and tightly enough in people's heads so that they act in the belief that their actions will be influential and make sense.”

“The basic idea of sensemaking is that reality is an ongoing accomplishment that emerges from efforts to create order and make retrospective sense of what occurs.”

“Any approach to the study of organizations is built on specific assumptions about the nature of organizations and how they are designed and function.”

“The process of theory construction in organizational studies is portrayed as imagination disciplined by evolutionary processes analogous to artificial selection. The quality of theory produced is predicted to vary as a function of the accuracy and detail present in the problem statement that triggers theory building, the number of and independence among the conjectures that attempt to solve the problem, and the number and diversity of selection criteria used to test the conjectures.”

“An ordered set of assertions about a generic behavior or structure assumed to hold throughout a significantly broad range of specific instances.”

“By their very nature the problems imposed on organizational theorists involve so many assumptions and such a mixture of accuracy and inaccuracy that virtually all conjectures and all selection criteria remain plausible and nothing gets rejected or highlighted.”

“In the recipe, How can I know what I think until I see what I say, saying equates to variation, seeing equates to selection of meaning in what was said, and thinking equates to retention of an interpretation. The retained interpretation may then be imposed subsequently to interpret similar saying (retention is credited) in order to construct cumulative understanding, test past labels for their validity, or generalize older labels to newer events.”

“Enactment is first and foremost about action in the world, and not about conceptual pictures of the world.”

“Sensemaking tends to be swift, which means we are more likely to see products than processes.”

“The point we want to make here is that sensemaking is about plausibility, coherence, and reasonableness. Sensemaking is about accounts that are socially acceptable and credible... It would be nice if these accounts were also accurate. But in an equivocal, postmodern world, infused with the politics of interpretation and conflicting interests and inhabited by people with multiple shifting identities, an obsession with accuracy seems fruitless, and not of much practical help, either.”

“Sensemaking is about the enlargement of small cues. It is a search for contexts within which small details fit together and make sense. It is people interacting to flesh out hunches. It is a continuous alternation between particulars and explanations with each cycle giving added form and substance to the other.”

“Organizations are presumed to talk to themselves over and over to find out what they are thinking.”

“That’s what this entire book is about. The basic recipe coordinates with organizing in the way outlined in Figure 5.3 (saying enactment, selection seeing what I say, retention knowledge of what I said). The organism or group enacts equivocal raw talk, the talk is viewed retrospectively, sense is made of it, and this sense is then stored as knowledge in the retention process. The aim of each process has been to reduce equivocality and to get some idea of what has occurred.”

“The organism or group enacts equivocal raw talk, the talk is viewed retrospectively, sense is made of it, and then this sense is stored as knowledge in the retention process. The aim of each process has been to reduce equivocality and to get some idea of what has occurred.”

“Simply pushing harder within the old boundaries will not do.”