How sensemaking transforms leadership in uncertain times

For over five decades, the concept of sensemaking has shaped how leaders and organisations navigate uncertainty. Developed by Karl Weick in the 1970s, this framework helps teams interpret ambiguous signals and decide on next steps. It remains a cornerstone in modern leadership, from crisis response to everyday decision-making in global firms like Google.

Weick first explored sensemaking in his 1979 book The Social Psychology of Organizing, analysing real-world crises such as the 1949 Mann Gulch wildfire disaster. His 1995 work, Sensemaking in Organizations, expanded the idea, showing how people collectively 'talk their way into' shared realities rather than relying on rigid plans or data alone.

At its core, sensemaking is a dynamic, human process—not a static tool like a dashboard or corporate slogan. It involves unpacking uncertainty to build alignment and take action. For CEOs, the challenge goes beyond setting goals; they must also shape the narratives that help teams understand and act on those goals. In today's globalised workplaces, differing cultural perspectives and rapid change make consensus harder to achieve. Multinational companies often struggle when institutional gaps disrupt shared meaning. Leaders who prioritise sensemaking foster resilience, while those who overlook it risk seeing strategies unravel.

Sensemaking bridges the gap between knowledge and action, helping teams move forward even in unclear situations. Its principles, tested in crises and high-stakes environments, continue to guide agile leadership across industries. The approach's enduring relevance lies in its focus on human connection over rigid systems.