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.