"sensemaking rather than decision making"

Terminei ontem a 1ª leitura de "Managing the Unexpected - Sustained Performance in a Complex World" de Karl E. Weick e Kathleen M. Sutcliffe. 1ª leitura porque sei que vou ter de voltar a ele mais tarde para uma leitura mais calma, menos ansiosa. Que livro!!!

E a menos de 5 páginas do fim sublinho mais um trecho.

Imaginem uma empresa nestes tempos de incerteza e de mudança acelerada. O que fazer, que decisões tomar? Será sensato ir para aquele mercado? Será sensato lançar aquele produto?

"Gleason, at the time of the following description, was the crew superintendent of the 19-person Zig Zag Hotshot wildland firefighting crew. Gleason said that when fighting fires, [Moi ici: Um exemplo de incerteza] he prefers to view his leadership efforts as sensemaking rather than decision making. In his words, “If I make a decision it is a possession, I take pride in it, I tend to defend it and not listen to those who question it. If I make sense, then this is more dynamic and I listen and I can change it. A decision is something you polish. Sensemaking is a direction for the next period.” When Gleason perceives his work as decision-making, he feels that he postpones action so he can get the decision right. And after he makes the decision, he finds himself defending it rather than revising it to suit changing circumstances. Polishing and defending eat up valuable time, preclude learning, and encourage blind spots. If instead, Gleason treats an unfolding fire as a problem in sensemaking, then he gives his crew a direction, a direction which by definition is dynamic, open to revision at any time, self-correcting, responsive, and with more of its rationale being transparent. Polishing and defending a decision mobilizes justifications that necessarily favor some perceptions over others. Those blind spots were the very things that worried Gleason."