| Mutual Sensemaking and Interpretation as the Basis of Knowledge Integration: SPIDER, a Perspective Taking Software for Exploring Knowledge Diversity in Knowledge Intensive Enviornments |
| | Boland, Jr., Richard J. | Case Western Reserve U. | rjb7@po.cwru.edu | 216-368-6022 |
| | Tenkasi, Ram | Benedictine U. | rtenkasi@ben.edu | 630-829-6212 or 312-397-0082 |
| | If we are to truly take advantage of the possibilities of Information
Technologies for supporting new forms of organizing and decision making in
today's hyper-turbulent environments, there is a need for invention of
alternatives. Since introduction of computers in organizations, it was
intended that they become a key instrument in improving organizational
problem solving activities and thereby their adaptation.Despite significant
investment in Information Technology, this aim has not been fully
accomplished (Brynjolfsson and Yang, 1996). One possible explanation is that
the decision-theoretic, choice making image of organizational actors that
has traditionally guided the design of information technologies is partly
to blame. It has portrayed organizational actors as analyzers of data who
solve problems that are presented to them and has encouraged the design of
systems that provide them with decision models and a pipeline of data. This
is in contrast to a more active, interpretive, sensemaking image of organizational
members as interpreters and enactors of a stream of events in their
organizations (Weick,1995). Information Technology designs, based on this
alternative model that supports human inquiry as a process of subjective
meaning making as opposed to a pipeline of data, or data structures created
by the analyst, may be more relevant to today's "pluralistic" context of
organizations and their turbulent informational environments. We will present
for examples of Information Technology that subscribe to this alternative,
interpretive sensemaking view of organizational life and explore implications
for organizational learning, change and action.
|
| | Keywords: Info.Technology & sensemaking; Info. Technology & org.change; Info.Technology innovations |
| TOP Modeler: A Tool for Rapid Organizational Redesign |
| | Majchrzak, Ann | U. of Southern California | amajchrza@bus.usc.edu | 213-740-4023 |
| | Borys, Bryan | U. of Southern California | bborys@usc.edu | 213-740-2466 |
| | Gasser, Les | U. of Illinois, Urbana-Champaign | gasser@uiuc.edu | 217-265-5021 |
| | If we are to truly take advantage of the possibilities of Information
Technologies for supporting new forms of organizing and decision making in
today's hyper-turbulent environments, there is a need for invention of
alternatives. Since introduction of computers in organizations, it was
intended that they become a key instrument in improving organizational
problem solving activities and thereby their adaptation.Despite significant
investment in Information Technology, this aim has not been fully
accomplished (Brynjolfsson and Yang, 1996). One possible explanation is that
the decision-theoretic, choice making image of organizational actors that
has traditionally guided the design of information technologies is partly
to blame. It has portrayed organizational actors as analyzers of data who
solve problems that are presented to them and has encouraged the design of
systems that provide them with decision models and a pipeline of data. This
is in contrast to a more active, interpretive, sensemaking image of organizational
members as interpreters and enactors of a stream of events in their
organizations (Weick,1995). Information Technology designs, based on this
alternative model that supports human inquiry as a process of subjective
meaning making as opposed to a pipeline of data, or data structures created
by the analyst, may be more relevant to today's "pluralistic" context of
organizations and their turbulent informational environments. We will present
for examples of Information Technology that subscribe to this alternative,
interpretive sensemaking view of organizational life and explore implications
for organizational learning, change and action.
|
| | Keywords: Info.Technology & sensemaking; Info. Technology & org.change; Info.Technology innovations |
| Facilitating Electronic Collaboration in Cross-Functional Teams: The Role of Sensemaking |
| | Rura-Polley, Thekla . | U. of Technology, Sydney | | |
| | Baker, Ellen . | U. of Technology, Sydney | | |
| | Hawryskiewycz, Igor | U. of Technology, Sydney | igorh@socs.uts.edu.au | |
| | If we are to truly take advantage of the possibilities of Information
Technologies for supporting new forms of organizing and decision making in
today's hyper-turbulent environments, there is a need for invention of
alternatives. Since introduction of computers in organizations, it was
intended that they become a key instrument in improving organizational
problem solving activities and thereby their adaptation.Despite significant
investment in Information Technology, this aim has not been fully
accomplished (Brynjolfsson and Yang, 1996). One possible explanation is that
the decision-theoretic, choice making image of organizational actors that
has traditionally guided the design of information technologies is partly
to blame. It has portrayed organizational actors as analyzers of data who
solve problems that are presented to them and has encouraged the design of
systems that provide them with decision models and a pipeline of data. This
is in contrast to a more active, interpretive, sensemaking image of organizational
members as interpreters and enactors of a stream of events in their
organizations (Weick,1995). Information Technology designs, based on this
alternative model that supports human inquiry as a process of subjective
meaning making as opposed to a pipeline of data, or data structures created
by the analyst, may be more relevant to today's "pluralistic" context of
organizations and their turbulent informational environments. We will present
for examples of Information Technology that subscribe to this alternative,
interpretive sensemaking view of organizational life and explore implications
for organizational learning, change and action.
|
| | Keywords: Info.Technology & sensemaking; Info. Technology & org.change; Info.Technology innovations |
| Knowledge Creation Through Interpretation: The Role of Computer-Mediated Simulations in a Laboratory Enviornment |
| | Thatchenkery, Tojo Joseph | George Mason U. | joseph@gmu.edu | 703-993-3808 |
| | Behara, Ravi | Florida Atlantic U. | rbehara@fau.edu | 561-691-8513 |
| | Kenney, Con | FannieMae | con_keney@fanniemae.com | 202-752-3666 |
| | If we are to truly take advantage of the possibilities of Information
Technologies for supporting new forms of organizing and decision making in
today's hyper-turbulent environments, there is a need for invention of
alternatives. Since introduction of computers in organizations, it was
intended that they become a key instrument in improving organizational
problem solving activities and thereby their adaptation.Despite significant
investment in Information Technology, this aim has not been fully
accomplished (Brynjolfsson and Yang, 1996). One possible explanation is that
the decision-theoretic, choice making image of organizational actors that
has traditionally guided the design of information technologies is partly
to blame. It has portrayed organizational actors as analyzers of data who
solve problems that are presented to them and has encouraged the design of
systems that provide them with decision models and a pipeline of data. This
is in contrast to a more active, interpretive, sensemaking image of organizational
members as interpreters and enactors of a stream of events in their
organizations (Weick,1995). Information Technology designs, based on this
alternative model that supports human inquiry as a process of subjective
meaning making as opposed to a pipeline of data, or data structures created
by the analyst, may be more relevant to today's "pluralistic" context of
organizations and their turbulent informational environments. We will present
for examples of Information Technology that subscribe to this alternative,
interpretive sensemaking view of organizational life and explore implications
for organizational learning, change and action.
|
| | Keywords: Info.Technology & sensemaking; Info. Technology & org.change; Info.Technology innovations |