Karl Weick Quotes

A collection of quotes by Karl Weick.

Karl Weick is an American organizational theorist and social psychologist, renowned for his contributions to the field of organizing and sensemaking. He was born on October 31, 1936, in Missouri, United States. Weick earned his Ph.D. in Social Psychology from the Ohio State University in 1962.

Throughout his career, Weick has written extensively on topics related to organization theory, management, and decision-making. He has made significant contributions to the understanding of how organizations function, emphasizing the importance of sensemaking and sensegiving in complex environments.

Weick's notable works include the influential book "The Social Psychology of Organizing," published in 1969, which introduced the concept of organization as a process of sensemaking. He has also authored other influential books such as "Sensemaking in Organizations" (1995) and "Managing the Unexpected: Resilient Performance in an Age of Uncertainty" (2007).

Weick's research has had a profound impact on various disciplines, including management, communication, psychology, and sociology. He is highly regarded for his innovative thinking, interdisciplinary approach, and ability to translate complex ideas into practical insights.

Karl Weick's contributions to organizational theory and his exploration of the intricacies of sensemaking have greatly influenced the way scholars and practitioners understand and navigate organizational dynamics. His work continues to shape the field and inspire researchers and professionals worldwide.

Specifically, I would suggest that the effective organizatio

Specifically, I would suggest that the effective organization is garrulous, clumsy, superstitious, hypocritical, monstrous, octopoid, wandering, and grouchy.

Karl Weick

Business

Your beliefs are cause maps that you impose on the world, af

Your beliefs are cause maps that you impose on the world, after which you 'see' what you have already imposed.

Karl Weick

Belief

If an organization is narrow in the images that it directs t

If an organization is narrow in the images that it directs toward its own actions, then when it examines what it has said, it will see only bland displays. This means in turn that the organization won't be able to make much interesting sense of what's going on or of its place in it. That's not a trivial outcome, because the kind of sense that an organization makes of its thoughts and of itself has an effect on its ability to deal with change. An organization that continually sees itself in novel images, images that are permeated with diverse skills and sensitivities, thereby is equipped to deal with altered surroundings when they appear.

Karl Weick

Business