Véronique Steyer

Qu’est ce que le sensemaking ?

Maître de conférences au département management de l'innovation et entrepreneuriat de polytechnique, titulaire d’un Doctorat en sciences de gestion, Véronique Steyer s'intéresse à la construction de sens dans des situations inconnues. Pour une introduction au sensemaking : Laroche, H., & Steyer, V. (2012). L’apport des théories du sensemaking à la compréhension des risques et des crises. FonCSI.

Sources : - Weick, K. E. (1995). Sensemaking in organizations. Sage. Boudes, T., & Laroche, H. (2009). Taking off the heat: Narrative sensemaking in post-crisis inquiry reports. Organization Studies, 30(4), 377-396. - Weick, K. E., & Sutcliffe, K. M. (2003). Hospitals as cultures of entrapment: a re-analysis of the Bristol Royal Infirmary. California Management Review, 45(2), 73-84. - Snook, S. A. (2002). Friendly fire: The accidental shootdown of US Black Hawks over northern Iraq. Princeton university press. - Weick, K. E. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative science quarterly, 628-652. - Eden, L. (2004). Whole world on fire: Organizations, knowledge, and nuclear weapons devastation. Cornell University Press. - Weick, K. E. (1995). Sensemaking in organizations. Sage. - Weick, K. E. (2001). Leadership as the legitimization of doubt. - Weick, K. E., & Sutcliffe, K. M. (2015). Managing the unexpected: sustained performance in a complex world. John Wiley & Sons.