Articlegreen2015

Ambiguity as Grasp: The Reworking of Sense

93 citations0/0 files storedJournal of Contingencies and Crisis Management

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Leadership, Behavior, and Decision-Making Studies Disaster Management and Resilience Management and Organizational Studies

Abstract

Ambiguity may lead us to insert abstractions into our experience that create a greater number of unanticipated, unintended consequences. When people move closer to the flux of ambiguity, they work to make sense of it. High reliability organizations react to ambiguity by increasing it momentarily. To increase ambiguity is to grasp more of the situation, to refrain from simplifications, and to strive for a workable level of ambiguity. This argument is developed through a focus on connotations of ambiguity, assumptions for organizing around ambiguity, and implications for practice. To grasp ambiguity is to adopt an attitude of wisdom.

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References

1891The Principles of Psychology 1996Sensemaking in Organizations 1986Experience and Education 1987Educating the reflective practitioner 202517 From Human Nature and Conduct (1922)1966Purity and Danger 2008Managing the unexpected: resilient performance in an age of uncertainty 2011Culture and Organizational Learning

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