ORGANISATIONAL SENSEMAKING
Sensemaking is the collaborative cognitive process of creating shared awareness and understanding from different individuals' perspectives and varied interests. It becomes increasingly important when an organisation is in an uncertain or ambiguous situation. In the Armed Forces, for example, the Royal Marines, senior Commanders are increasingly focusing on mindful management and sensemaking, to improve their judgement; not only during crises but also in their day to day leadership.
In organisational studies, the concept of sensemaking was an antidote to traditional decision making models that failed to explain or predict the actual behaviour of an organisation, or groups of people, outside of routine tasks. A poor, or ineffective organisational sensemaking capability has been strongly tied to increased risk to the organisation, stemming from an inability to detect risk, and/or the inability to design and implement a considered response to those risks that are identified.
Our sensemaking approach, used in partnership with Narrate, is a result of four decades of research undertaken to provide insight into factors that surface as organisations address new, uncertain or ambiguous situations.
In organisational studies, the concept of sensemaking was an antidote to traditional decision making models that failed to explain or predict the actual behaviour of an organisation, or groups of people, outside of routine tasks. A poor, or ineffective organisational sensemaking capability has been strongly tied to increased risk to the organisation, stemming from an inability to detect risk, and/or the inability to design and implement a considered response to those risks that are identified.
Our sensemaking approach, used in partnership with Narrate, is a result of four decades of research undertaken to provide insight into factors that surface as organisations address new, uncertain or ambiguous situations.
"In many regards a being at a high risk from an insider attack is a symptom of poor organisational sensemaking. Mindful day to day management generates a natural resilience to insider threat". Andy Swarbrick, Director, J2S Insider Risk.
MindFul Management
Mindful management is the term we use for a style and format of organisational management which is best at mitigating insider risk.
Mindfulness makes us more resilient, regulates our stress response, increases emotional intelligence and strengthens our ability to focus. As a result, mindful managers show an increased ability to critically assess a crisis situation and respond in a considered, effective manner. In business, time pressures may require rapid decision making, but the ability to reflect on that decision and to be aware that it is made amid some uncertainty and may need adjustment or continued research is just as important. Particularly when that decision affects an employee already on the 'Critical Path' to insider risk.
A review of the critical pathway for insiders has taught us that interactions between managers and those susceptible to insider risk behaviours is often a tipping point. A quick decision, made under pressure, perceived to be made with some element of malice is often a big part of the justification for the actions of insiders.
There is often a misunderstanding when looking at the motivation of insiders that there was an absence of ‘caring’ for the individual by the line management. The reality is that managers felt they didn’t have the time to reflect upon the behavioural cues that suggested the employee was disaffected or they didn’t feel confident enough to address the emotional nature of the situation before the behaviour escalated.
Mindful management does not mean that all your senior leaders are meditating in their lunch break, but that they have the tools to be the calm, compassionate presence required by organisations dealing with conflicted, disaffected or stressed employees in an increasingly uncertain and rapidly changing world.
Mindfulness makes us more resilient, regulates our stress response, increases emotional intelligence and strengthens our ability to focus. As a result, mindful managers show an increased ability to critically assess a crisis situation and respond in a considered, effective manner. In business, time pressures may require rapid decision making, but the ability to reflect on that decision and to be aware that it is made amid some uncertainty and may need adjustment or continued research is just as important. Particularly when that decision affects an employee already on the 'Critical Path' to insider risk.
A review of the critical pathway for insiders has taught us that interactions between managers and those susceptible to insider risk behaviours is often a tipping point. A quick decision, made under pressure, perceived to be made with some element of malice is often a big part of the justification for the actions of insiders.
There is often a misunderstanding when looking at the motivation of insiders that there was an absence of ‘caring’ for the individual by the line management. The reality is that managers felt they didn’t have the time to reflect upon the behavioural cues that suggested the employee was disaffected or they didn’t feel confident enough to address the emotional nature of the situation before the behaviour escalated.
Mindful management does not mean that all your senior leaders are meditating in their lunch break, but that they have the tools to be the calm, compassionate presence required by organisations dealing with conflicted, disaffected or stressed employees in an increasingly uncertain and rapidly changing world.