So, there’s all this random data out there, but it doesn’t become information until you ‘arrange’ it (some would say it doesn’t even actually exist until you arrange it, but Bishop Berkeley refuted that one by stubbing his toe, no?)
But your maps, your perceptual filters, are necessarily partial. However, if you spend all your life oscillating between observing and orientating, then the other guy will get through his OODA loop quicker than you and shoot you out of the sky. So it goes.
Karl Weick etc.
- Weick, K. (1979). The Social Psychology of Organizing. New York: McGraw-Hill.
- Weick, K. (1988). Enacted sensemaking in crisis situations. Journal of Management Studies, 25, 305–317.
- Weick, K. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 3: 628–652.
- Weick, K. (1995). Sensemaking in Organisations. London: Sage.
- Weick, K., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the process of sensemaking. Organization Science, 16(4): 409–421.
See wikipedia entry on sense-making
See also bounded rationality, cognitive limitations, framing, policy brokers, garbage can
marchudson.net 