Sensemaking

Sensemaking

Sensemaking is the art of structuring those business and life domains that are too complex and unpredictable to act in them with a plan, mere technical knowledge or a “predict and control” approach.  It involves coming up with a plausible understanding of a shifting world and testing these ideas and assumptions within the system through probing and sensing. Sensemaking enables leaders to have a better grasp of what is going really on in their environments, as opposed to what they think is going on, or what they wish would be going on.

Sensemaking is the right approach to operating with the VUCA phenomena in the complex adaptive world, where  – in the language of the Cynefin Framework – mere complicated and technical solutions won’t work.  With the right tools, we can tap into how people in organisations make sense of their leadership, their relationships and daily interactions. We can tap into that vast intelligence and get authentic, real time, contextualized and relevant data that the organisation can use to resolve existing problems and challenges as well as tease out emergent trends and novel ideas.

In our opinion, this approach has an immense potential that goes beyond organizational development. It is applicable to working in a much different way with communities, governance, climate change, refugees, environmental issues, projects, leadership development and evaluation.

Sensemaking, Company Values and Mindset Shifts – and how (not) to work with them.

Companies have become aware of the fact that core values – integrity, trust, fairness – can function as attractors that drive beneficial behaviours in the workplace. What they are not getting is that core values just can´t be prescribed, top down or in any other direction.

While many companies large and small have come to the laudable conclusion to focus their organizational development efforts on values rather than behaviours, most go about this strategy in a wrong way.  When values are defined upfront without letting them emerge through a process and paying attention to which values are currently operative, people tend to game the system and display what HR and HQ want to hear. Dave Snowden puts it this way: “As soon as you write your values down, you´ve lost them”.

Even if you work with more sophisticated approaches that try and distinguish between actual and desired values in the organisation, the methods used to survey those values most often distort the results. Questionnaires and 360s are gamed easily and you know where to put your x-es in your sleep. Experts are biased with unconscious hypothesis while surveying and indexing the data.

Apart from inviting staff members at every organisational level to find workarounds and game the organisational system (infamous example: VW emissions), announcing a change initiative and defining the marching order and direction is having yet another detrimental effect that is largely underestimated.  Once a desired future state – or a mindset or value – is defined and plans are made that define and prescribe how to get there, present time weak signals, resistances or value streams that are not in line with the goal are not detected and neglected. Their information content is lost. It could be anything from a warning, a wisdom, a diversification, a potential innovation or a completely different emergent field for the company.

What is a Mindset? 

First of all: it’s not a thing. And no one can shift a Mindset. Mindset in this sense is a slightly misleading term for the sum total of all human interactions in a given environment, including their underlying drivers and value streams. Only here at the sourcecode can any shifting be happening.

In organizational development, the key is to work with what is actually happening; not what should be happening. What are people really telling each other, their friends, peers and partners about their work?

Dave Snowden suggests a few things that need to be happening.

  • We make it easy for people to tell little stories that are indicating what is really happening in the company. The stories can be about a a certain attitude towards change or safety, they can indicate problems, challenges, or trends. The stories tell about the way things are done in the company.
  • A software, SenseMaker, can capture the stories and search for trends and challenges and the actual tendency for the company to engage a certain topic (like change, leadership, safety, collaboration, etc.). Snowden calls this mapping out the current dispositional state of the organisation.
  • Then the whole organization, or a department, can be nudged into the direction of the next possible generative steps. A guiding question is: “What can we do tomorrow that gets us more stories like these, and less stories like those”

I find this approach extremely relevant and elegant. The first is working with what is and with people as they are now. The basic assumption is that people know their jobs, and they know what is happening, both good and bad. This is mining the organisational gold. In its simplicity, this must also be a huge disappointment for most change agents and developmental experts. No big change initiative, no mindset change for employees, no bringing staff members up to a higher level of consciousness for them to do their job better. They can all stay as they are. And yet, we can work story by story and work with the systemic structures. Culture, values and mindset can be exposed through the stories in the process – the actual, lived ones. They are part of the current dispositional state of the system and the emergent one. We can work with what is doable, accessible, sense making and generative, now. This is extremely powerful.

For more background information on how we work with culture, values and mindset, follow the links to our colleagues’ work:

  • a is a relatively recent and fun talk by Dave Snowden where he talks about this topic in more detail and depth. Listen up, since he tends to talk in ‘zip-files of meaning’ you will need to unpack.
  • Bonnitta Roy’s work on OPO – open participatory organization, sensemaking and self-organization.

Image: Banksy

One Comment on “Sensemaking

  1. Pingback: Collective Change Processes: Driving Development, Scaling Change |

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