Archive for April, 2012

Change MOOC: Sensemaking and Analytics

Tuesday, April 24th, 2012

The Change MOOC has been running since September of 2011. We’ve had the pleasure, in the past 30+ weeks, of many outstanding discussions. The archives of activity/readings/weeks are available on the main MOOc site.

Each week, different facilitators share readings and resources that they deem to be most reflective of their work and their passion.

My week is on sensmaking and analytics.

At first glance, sensemaking and analytics seem antagonistic. Sensemaking involves social processes…whereas analytics are algorithmically-driven. MOOCs are distributed systems of interaction and content. The traditional approach to courses – pre-packaged before learners arrive – is upended in a MOOC. The hyper-fragmentation of content and interaction presents problems for educators and learners: How do we make sense of what’s happening? How do we develop a coherent view of the many, many topics that comprise a MOOC? How do we re-create a centre that shares the bounding elements of a course, but is based on the networked centre-less structure of the internet?


Sensemaking is an activity that individuals engage in daily in response to uncertainty, complex topics, or in changing settings. Much like with the earlier discussion of the term “information”, sensemaking is a term in common use but with limited agreement on what it precisely means. Researchers argue that “[n]o single, unambiguous answer can be given…for sense-making theory has several meanings depending on the disciplinary or paradigmatic position of the speaker” (Kari 1998: 1).

In contrast to decision-making models in crisis situations, Weick, Sutcliffe, and Obstfeld (2005: 415) promote a narrative model of sensemaking. They argue that sensemaking is “not about truth and getting it right. Instead it is about continued redrafting of an emerging story so that it becomes comprehensible.” Weick’s sensemaking model emphasizes non-linearity, and pattern recognition. The importance of pattern recognition is consequential in that it integrates the expertise of individuals with narratives of coherence. Sensemaking is an effort “to create order and make retrospective sense of what occurs” (Weick 1993: 635).

Nowhere is the emphasis on dialogue more precise than in the work of Brenda Dervin (2003). The Dervin Sense-Making Methodology, dating back to the early 1970s, “is proposed as an alternative to approaches based on traditional transmission models of communication” (Dervin 2003: 6). Dervin (2003: 238) uses the metaphors of “situation” “outcomes”, and “gaps”, “moving across time and space, facing a gap, building a bridge across the gap, and then constructing and evaluating the uses of the bridge.”

Sensemaking and the process of learning are related, but each has distinct constructs (Schwandt 2005). Learning emphasizes time for consideration, reflection, and integration, whereas sensemaking is “swift and hasty as opposed to reflective” (Schwandt 2005: 189). In sensemaking, individuals understand a problem that “they face only after they have faced it and only after their actions have become inextricably wound into it” (Weick 1988: 306). In contrast, formal learning often occurs within a construct of increasing the capacity of an individual to act, instead of situation-specific sensemaking activities.

With the breadth of the topic of sensemaking, and its intuitive feel and common use, it is unsurprising that numerous definitions exist. A sampling of definitions include:

- “Sensemaking is finding a representation that organizes information to reduce the cost of an operation in an information task” (Russell et al. 1993: 272).
- “[S]ensemaking is a motivated, continuous effort to understand connections . . . in order to anticipate their trajectories and act effectively” (Klein et al. 2006: 71).
- “Sensemaking is about labeling and categorizing to stabilize the streaming of experience” (Weick et al. 2005: 411) and differs from decision making in its focus on “contextual rationality” (Weick 1993: 636).
- Sensemaking involves individual’s attempting to “negotiate strangeness” (Weick 1993: 645). Failures in these settings occurs when “[f]rameworks and meanings [destroy] rather than [construct] one another” (Weick 1993: 645).

Sensemaking, then, is essentially the creation of an architecture of concept relatedness, such as placing “items into frameworks” (Weick 1995:6) and continually seeking “to understand connections” (Klein et al. 2006: 71). Sensemaking occurs in many facets of personal and organizational life, including crisis situations, routine information seeking, research, and learning. Individuals engage in nebulous problem solving without a clear path daily: a parent raising a child, an employee starting a new job, a doctor without a clear diagnosis for a patient, a master’s research student, and so on.


My interest in analytics is driven by my views on learning as a connection-making process. Through analytics we are able to trace connections, understand how they are formed, the nature of exchanges between people, and the impact of those connections. The data-trails that are created in our daily interactions online and with others form the basis of analytics in learning. The field, however, is still developing and new approaches to analysis, algorithms, and tools are quickly emerging.

Readings for the week:

- Howard Rheingold Interview w/ (me)
- Learning analytics as a research and practitioner domain

Slideshare presentation:


Dervin, B. (2003) ed. by Foreman-Wernet, L., & Lauterbach, E. Sense-making methodology reader: selected writings of Brenda Dervin. New York: Hampton Press

Kari, J. (1998) Making sense of sense-making: from metatheory to substantive theory in the context of paranormal information seeking. Paper presented at Nordis-Net workshop (Meta)theoretical stands in studying library and information institutions: individual, organizational and societal aspects, November 12-15 1998, Oslo, Norway

Klein, G., Moon, B., and Hoffman, R. R. (2006) ‘Making sense of sensemaking 1: Alternative perspectives.’ IEEE Intelligent Systems 21, (4) 70–73. doi:10.1109/MIS.2006.75

Russell, D. M., Stefik, M. J., Pirolli, P., and Card, S. K. (1993) ‘The cost structure of sensemaking.’ In Proceedings of the SIGCHI Conference on Human Factors in Computing Systems. New York: Association for Computer Machinery: 269−276. doi:10.1145/169059.169209

Schwandt, D. R. (2005) ‘When managers become philosophers: Integrating learning with sensemaking.’ Academy of Management Learning & Education [online] 4, (2) 176–192. Available from

Weick, K. E. (1988) ‘Enacted sensemaking in crisis situations.’ Journal of Management Studies [online] 25, (4) 305-317. Available from

Weick, K. E. (1993) ‘The collapse of sensemaking in organizations: The Mann Gulch disaster.’ Administrative Science Quarterly 38, (4) 628-652

Weick, K. E., Sutcliffe, K. M., and Obstfeld, D. (2005) ‘Organizing and the process of sensemaking.’ Organization Science 16, (4) 409-421