Organizational Dischronization: On Meaning and Meaninglessness, Sensemaking and Nonsensemaking

Abstract

Abstract This paper contributes to close up studies of how members in organizations experience and act in relationship to what is broadly and vaguely referred to as institutionalized structures and practices. Based on a case study about scorecards, a quality control system, it is illustrated that this practice works poorly, because of inconsistent ideas of purpose and functioning. We introduce the concept of organizational dischronization (OD) to illuminate this. OD indicates a deviation from the ideal of shared or synchronized meanings, and the existence of diverging understandings and lack of clarification of this, in an organization. The paper challenges some core ideas of institutional theory (logics) and sensemaking, suggesting the use of counter concepts such is organizational illogics and nonsensemaking, thus opening up for a broader and less ‘smooth’ understanding of how institutions and sensemaking work than assumed in the literature.

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