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Advanced Visualization Toolset
Published in Alex Gorod, Leonie Hallo, Vernon Ireland, Indra Gunawan, Evolving Toolbox for Complex Project Management, 2019
Sensemaking is a collaborative process that involves collection of knowledge, visually describing or modeling a problem or solution in the wider context, and learning by doing. It results in artifacts like the book-form program plan mentioned earlier – such artifacts are “maps” of program knowledge. Sensemaking is associated with decision-making not as a direct process of applying theory or practice but by developing an understanding of the larger context in order to create a framework for selecting appropriate theories or practice. In management of complex projects, sensemaking is used to diagnose project execution issues (problem definition) and to develop strategy options for execution in the future (problem solution). This allows the right methods, processes, tools, and skills to be applied situationally as a project evolves.
Labelling activities as innovations
Published in Natalya Sergeeva, Making Sense of Innovation in the Built Environment, 2019
This chapter contributes to the small but growing body of work that applies a sensemaking perspective to understand an innovation. Sensemaking properties provide a complex framework for an understanding of an innovation, allowing the emergence of novel accounts of the organisation and ways of doing business that facilitate innovation. Sensemaking is attached to the ongoing stream of organisational activities surrounding multiple organisational actors. From a flux of ongoing activities, organisational actors may or may not notice and extract cues for closer attention. In the context of noticing cues, organisational actors interpret and make sense of something that has already happened. A completed act may be labelled as ‘innovation’ from the point of view of an organisational actor. The role of the actors who impose labels on organisational activities is central in the process. Activities are labelled in ways that predispose actors to find common sense. To generate common sense is to inter-subjectively (collectively) agree about labelling. It can be argued that labelling is an inter-subjective process, meaning that two or more individuals try to find a consensus. Social actors continuously interact, share meanings and consensually label activities. Activities are labelled as innovations in ways that assist actors to find common sense. Labelling may be shaped by a variety of social circumstances. For example, previous discussions and interactions with other actors may shape present interpretations and actions.
Sensemaking
Published in Tom Kontogiannis, Stathis Malakis, Cognitive Engineering and Safety Organization in Air Traffic Management, 2017
Tom Kontogiannis, Stathis Malakis
Sensemaking represents one of the key functions of human performance that can be accomplished by individuals, teams, and organizations (Klein et al. 2003). Sensemaking is triggered as a response to situational surprises and failures of expectation. Sensemaking starts when prior understanding is in doubt and further attempts are made to integrate data into a better understanding of the situation. Sensemaking allows practitioners to understand how current accounts of the problem came about and how to anticipate future evolutions through a process of fitting data into an explanatory framework (Crandall et al. 2006). Klein et al. (2005) argue that sensemaking is an essential activity that enables practitioners to reconceptualize the situation and not just fill in gaps to solve the problem at hand. In the context of ATM, the ability to make sense at early stages of the problem may result in timely and effective interventions.
Swift Trust and Sensemaking in Fast Response Virtual Teams
Published in Journal of Computer Information Systems, 2022
Xiaodan Yu, Yuanyanhang Shen, Deepak Khazanchi
Sensemaking is the process through which individuals and groups attempt to explain novel, unexpected, or confusing events.9 Sensemaking has been a subject of study in numerous domains ranging from organizational culture to power.23,45 This can be attributed to its simple analytical framework to examine various processes from information gathering to interactions among members.46 In the field of information systems (IS), sensemaking receive less attention compared with technology acceptance, but it is a promising theoretical lens to explain the process of dealing with uncertainty and the individual cognitions and their use during decision-making process.47 Specifically, in FRVTs, sensemaking can be one essential behavioral indicator of team member’s engagement in cognizing, understanding, interpreting, and sharing.48,49
Sensemaking support system (S3) for manufacturing process improvement
Published in International Journal of Production Research, 2021
Thomas B. Ladinig, Krishna S. Dhir, Gyula Vastag
The lens model methodology includes managers into the sensemaking process and valuable insights can be gathered by making all judgments available to top management. This was also observed by King and Zeithaml (2001) who reported a high interest of top-managers regarding the perception of their colleagues and middle managers about resource-performance linkages, which was also the case in this research because managers want to understand what their colleagues think. They found that the transfer and collaborative exploitation of resources could lead to increased firm performance; this is why this research aims to make this information available for the management team to improve mutual understanding. It shows that integrated information from the DES and the judgments of management can be used to create holistic and accepted action proposals to increase the relevance of OM interventions for practical applications. Samson and Whybark (1998) and Vastag (2000) emphasise focusing on soft issues and organisational capabilities to outperform competitors due to better decision making and usage of manufacturing inputs, investments and choices. The sensemaking framework is one way to improve decision making within the production system and to help management acting in an organised, coherent way.
Factors affecting the choice of a dental care provider by older adults based on online consumer reviews
Published in IISE Transactions on Healthcare Systems Engineering, 2020
Amal Ponathil, Amro Khasawneh, Kaileigh Byrne, Kapil Chalil Madathil
In relation to the research reported here, the Data Frame Theory of Sensemaking is an approach which can be used to understand how users, specifically the geriatric population, make sense of information, such as healthcare information (Klein et al., 2007). The sensemaking process consists of developing an initial understanding of the situation by organizing the information found into an initial framework and then questioning it as this initial framework is based on an inadequate amount of information (Klein et al., 2006). This questioning leads to an increased understanding of the initial information, followed by attempts to obtain and integrate additional data, a process that helps develop a fuller understanding of the situation. The ultimate goal of sensemaking is to improve the understanding of the current situation, thus resulting in a more informed decision (Agnisarman et al., 2018; Battles et al., 2006).