Sensemaking: A Strategic Skill for Complex Times

Stefan Lotz
Apr 24
3 min read

Updated: Nov 21

What Is Sensemaking?

In today’s fast-changing world, organizations often face situations that can be described as VUCA – Volatile, Uncertain, Complex and Ambiguous. The ability to interpret and respond intelligently to such unfolding events is a critical organizational skill. One concept that can aid an organization's situational awareness is sensemaking.

Sensemaking is the process through which individuals and teams construct meaning from ambiguous or uncertain information. It is not simply about collecting data or applying logic to a problem. It is about creating a coherent narrative that allows people to understand “what’s going on here?” and determine the most appropriate action to take next.

Sensemaking is therefore an ongoing, iterative process that uses retrospection to identify clues in the environment, give meaning to these clues in terms of a developing narrative and adjust action based on the constructed framework. ( Act → Observe → Reinterpret → Adjust)

Organizational theorist Karl Weick popularized the concept, arguing that in dynamic, unpredictable contexts, organizations thrive not through rigid plans but through continuous interpretation and adaptive responses. In essence, sensemaking enables resilience and agility.

Karl Weick’s Framework for Sensemaking

Weick’s framework is built on seven interrelated properties that describe how people make sense of complex situations:

1. Identity Construction – How we interpret events is influenced by how we see ourselves and our roles.

2. Retrospection – We make sense by reflecting on what just happened, using hindsight to frame understanding.

3. Enactment – We shape our environment through our actions and interpretations—not just react to it.

4. Social Context – Sensemaking is collaborative. We construct shared meaning through conversation and interaction.

5. Continuity – Sensemaking is ongoing. We are constantly adjusting our understanding as new information emerges.

6. Cues and Clues – We rely on fragments of data (cues) to build our stories.

7. Plausibility over Accuracy – In fast-moving environments, what matters is not perfect knowledge, but a workable understanding that enables action.

Together, these principles emphasize that **meaning is constructed, not discovered**—and this construction is both personal and social, iterative and improvisational.

Why Organizations Need Sensemaking Now More Than Ever

Sensemaking is no longer optional. In today’s digital, global, and hyper-connected world, business challenges are rarely clear-cut. Traditional decision-making approaches often fall short when uncertainty is high and information is incomplete or conflicting. By embedding sensemaking into team practices:

- Organizations become better at navigating complexity.

- Leaders can spot weak signals before they become crises.

- Teams develop shared understanding, reducing misalignment.

- Risk is reduced, as people are empowered to raise concerns and explore alternative interpretations.

- Learning becomes continuous, as failures are examined, not buried.

In short, sensemaking provides the interpretive lens and behavioral discipline needed to make smarter, more inclusive decisions under pressure.

Tools That Enable Sensemaking

Several tools and frameworks help support effective sensemaking in practice. Some of the most useful are:

- Timeline Mapping – Reconstructing a sequence of events to identify turning points and signals.

- Pattern Recognition – Using sticky notes, diagrams, or whiteboards to map and cluster recurring themes.

- Narrative and Storytelling – Encouraging individuals to share their version of events to surface hidden insights.

- Framing Techniques – Reframing challenges through multiple lenses (e.g., technical, adaptive, political).

- The Cynefin Framework – A categorization tool that helps teams distinguish between clear, complicated, complex, and chaotic problems, each requiring a different response strategy.(see https://thecynefin.co/)

These tools are not just diagnostic. They are generative —they help teams ask better questions, interpret faster, and align faster on action.

Sensemaking: a Systemic Practice

Embedding sensemaking into an organization’s culture requires more than training—it requires intentional structures and behaviors:

1. Build in reflection points – In projects and meetings, pause to ask: *What’s changing? What are we learning?*

2. Value diverse inputs – Seek out different perspectives. Psychological safety is essential for open dialogue.

3. Surface assumptions – Make hidden beliefs visible and test them collectively.

4. Support slow thinking – Balance urgency with moments for thoughtful deliberation.

5. Train leaders in inquiry-based coaching – Questions, not answers, drive good sensemaking.

By doing so, organizations move from reactive firefighting to proactive insight-building —developing resilience from the inside out.

Final Thoughts

Sensemaking is not about perfect knowledge—it’s about adaptive insight. It is an organizational skill that helps leaders and teams stay oriented, especially when the path ahead is uncertain.

Karl Weick once asked, *“How can I know what I think until I see what I say?”* This elegant sentence captures the spirit of sensemaking. It’s a process of learning aloud, of discovering meaning together, and of acting from shared understanding.

Incorporated intentionally, sensemaking can transform how teams learn, lead, and succeed—making it a must-have capability for modern organizations.