Making Sense of the Organization

Acknowledgments.
Introduction.Part I: Organizations as Contexts for Sensemaking: .Introduction.1. Sensemaking in Organizations: Small Structures with Large Consequences.2. Sources of Order in Underorganized Systems: Themes in Recent Organizational Theory.3. Organizational Redesign as Improvisation.Part II: Components of Sensemaking: .Introduction.Ecological Change.4. The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster.5. The Vulnerable System: An Analysis of the Tenerife Air Disaster.6. Technology as Equivoque: Sense-making in New Technologies.Enactment.7. Enactment Processes in Organizations.8. Enactment and the Boundaryless Career.9. Enacted Sensemaking in Crisis Situations.Selection.10. Toward a Model of Organizations as Interpretation Systems.11. Collective Mind in Organizations: Heedful Interrelating on Flight Decks.12. Improvisation as a Mindset for Organizational Analysis.Retention.13. Organizational Culture as a Source of High Reliability.14. Organizations as Cause Maps.15. Substitutes for Corporate Strategy.16. The Attitude of Wisdom: Ambivalence as the Optimal Compromise.17. Management of Organizational Change Among Loosely Coupled Elements.18. Organization Design: Organizations as Self-Designing Systems.19. Small Wins: Redefining the Scale of Social Problems.20. Cosmos vs. Chaos: Sense and Nonsense in the Electronic Contexts.21. Sensemaking as an Organizational Dimension of Global Change.Index.

Karl E. Weick ist Professor für Organisationsverhalten und Psychologie an der Business School der University of Michigan und gilt als einer der führenden Organisationsforscher weltweit.