What is Sense Making

“Sense-making, a term introduced by karl Weick, refers to how we structure the unknown so as to be able to act in it.”

– Sense-making Framing and Acting in the Unknown, The Handbook for Teaching Leaching Leadership, D. Ancona

WHAT IS SENSE-MAKING?

In their 50th year of non-profit strategic research, sense-making is listed as the #1 skill for the workplace of the future in the Institute for the Future’s (IFTF) report, Future Work Skills 2020.

Sense-making is the term I think we need to freshen organisational change management practices. Over the years, with organisations in the fight for relevance and at the mercy of disparate and incoherent change activities, people are struggling to make sense of change, as change becomes the new organisational imperative.

“We stand on the brink of a technologial revolution that will fundamentally alter the way we live, work, and relate to one another. In its scale, scope, and complexity, the transformation will be unlike anything humankind has experienced before.”

-Klaus Schwab Founder and Executive Chairman. World Economic Forum

SENSE-MAKING IN THE WORKPLACE

It is time to shift our focus from historically stable and predictable far horizon strategies and plans. In a world where history was a relative predictor of the future, leaders were relied upon to provide the answers. Today we find ourselves in a complex, rapidly changing environment, where only near horizons exist and where no one leader can be expected to have the answer.

With external disruption as the driver of change, it is time to shift our focus from those far horizons to the people comprising our organisations – to redefine leadership and what it inherently means to be a leader/practitioner of change the 21st century. And that means we need to ‘do change’ differently. Change leadership in our Fourth Industrial Revolution needs new skill. The Fourth Industrial revolution is here – are you ready? Forbes, August 2018

The change leader in this Fourth Age is a sense-maker with the skill to nurture an environment of safe and open curiosity leading people toward relevant and sticky organisational change.

We need sense-makers who lead change from within the organisation’s DNA, growing change confidence and capability with unpredictable environments, providing safe opportunities for people to explore and make their own connections for relevant change.

SENSE-MAKING FOOD FOR THOUGHT

THE FOOD FOR THOUGHT SERIES


PART ONE

THE FOOD FOR THOUGHT SERIES


PART TWO

THE FOOD FOR THOUGHT SERIES


PART THREE

WHO IS NEUROBRON?

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