Full Answer Section

Let’s consider a current organizational change and a public issue, then apply Helms Mills’ sensemaking framework.

Organizational Change: The shift to hybrid work models in many organizations following the COVID-19 pandemic.

Public Issue: The increasing prevalence of misinformation and its impact on social cohesion.

Sensemaking in the Hybrid Work Model Shift:

Many organizations transitioned rapidly to remote work during the pandemic and are now navigating the complexities of hybrid models. This requires significant sensemaking to be successful. Here’s a mind map visualizing this using Helms Mills’ 8 elements, along with answers to your questions:

                                    Hybrid Work Model Shift

                                            / | \
                                           /  |  \
                                          /   |   \
                                         /    |    \
                                        /     |     \
                                       /      |      \
                                      /       |       \
                        -------------------------------------------------
                       |       |       |       |       |       |       |
                       |       |       |       |       |       |       |
                       V       V       V       V       V       V       V
            -------------------------------------------------------------------
           |  Cue   |  Retrospection | Plausibility |  Coherence | Connectedness |  Action |  Social |  Identity |
           | (What  |  (Past       |  (Makes     |  (Fits     |  (Linked    |  (What  |  (Who   |  (Who   |
           |  happ-|  experience) |  sense?)    |  together?)|  to us?)   |  we do)|  we are)|  am I?) |
           |  ened?) |             |             |            |             |         |         |         |
            -------------------------------------------------------------------
               |         |         |         |         |         |         |         |
               |         |         |         |         |         |         |         |
               V         V         V         V         V         V         V         V
        (e.g.,  | (e.g.,  | (e.g.,   | (e.g.,   | (e.g.,   | (e.g.,   | (e.g.,  | (e.g.,  |
        Drop in  |  How did | Does this| Does it  | How does |  Policies,|  Team  |  How do |
        office  |  past   |  make   |  align  | this  |  Training,|  norms,|  I fit  |
        usage)  |  remote |  sense  |  with   | impact |  Communi-|  Leader-|  into  |
               |  work   | given  |  our   | our   |  cation)|  ship) |  this  |
               |  inform|  our   |  values)|  overall|  and   |         |  new   |
               |  our   |  culture|         |  goals)|  support|         |  model?|
               |  future|         |         |         |         |         |         |         |
               |  plans)|         |         |         |         |         |         |         |
                ------------------------------------------------------------------

        Control: Most Control --> Action, Social, Identity, Retrospection, Coherence, Plausibility, Connectedness <-- Least Control
                                                                      Cue

Explanation of the Mind Map and Control:

• Cue: The initial trigger for sensemaking. In this case, it’s the observed changes in work patterns and office usage. Control over this is minimal – the change has already occurred.
• Retrospection: Looking back at past experiences with remote work, what worked, what didn’t. Some control through gathering data and feedback.
• Plausibility: Developing explanations that seem reasonable given the available information. Moderate control – can influence the narrative.
• Coherence: Making sure the chosen explanation fits together logically and consistently. Moderate control – can refine the narrative.
• Connectedness: How the change connects to the organization’s overall goals and values. Moderate control – can frame the narrative.
• Action: The responses and adjustments made by the organization (e.g., new policies, training). Significant control – this is where the organization acts.
• Social: The influence of team dynamics, communication, and leadership. Significant control – can shape communication and team structures.
• Identity: How the change impacts employees’ sense of belonging and identity within the organization. Significant control – can address concerns and foster inclusivity.

Implications for Sensemaking Approach:

The varying degrees of control have important implications:

• Focus on Action and Social: Since control is highest in Action and Social, the organization should focus on clear policies, effective training, and strong leadership to guide the transition.
• Engage in Retrospection and Coherence: Gathering data on past experiences and developing a clear, consistent narrative are crucial for building buy-in and minimizing resistance.
• Acknowledge Limited Control over Cues: Accept that some changes are outside direct control and focus on adapting and responding effectively.
• Emphasize Connectedness and Identity: Frame the hybrid model shift in a way that aligns with the organization’s values and addresses employees’ concerns about belonging and identity.

Sensemaking in the Misinformation Issue:

(This would be a separate mind map, as it’s a different context). In the misinformation context, control would be different. Individuals likely have more control over their own information consumption habits (Action, Identity) but less control over the spread of misinformation on social media platforms (Cue, Connectedness). Sensemaking would involve critical evaluation skills, media literacy, and potentially policy changes at platform levels.

This framework helps organizations and individuals navigate complex changes by providing a structured way to interpret events, develop explanations, and take appropriate action. Recognizing the varying degrees of control is essential for focusing efforts where they can have the greatest impact.