手法を比較

	Sensemaking Analysis	Organizational Network Analysis
分野	組織行動論	組織行動論
系統	Process / pipeline	Process / pipeline
提唱年	1995	1984
提唱者	Karl E. Weick; Sally Maitlis	Daniel J. Brass; David Krackhardt; Herminia Ibarra
種類	Qualitative analysis of meaning-construction in organizations	Intraorganizational social network mapping and position-to-outcome pipeline
原典	Weick, K. E. (1995). Sensemaking in Organizations. Sage Publications (Foundations for Organizational Science). ISBN: 9780803971776	Krackhardt, D. (1990). Assessing the political landscape: Structure, cognition, and power in organizations. Administrative Science Quarterly, 35(2), 342-369.
別名	Organizational Sensemaking, Weickian Sensemaking, Sensemaking and Sensegiving Analysis, Enactment Analysis	ONA, Intraorganizational Network Analysis, Workplace Social Network Analysis, Advice and Friendship Network Analysis
関連	3	3
概要	Sensemaking analysis studies how people in organizations turn confusing, ambiguous circumstances into accounts they can understand and act on. Karl Weick's 1995 book Sensemaking in Organizations defined the construct and its properties — sensemaking is grounded in identity, retrospective, enactive of the environments people then face, social, ongoing, focused on extracted cues, and driven by plausibility rather than accuracy. Weick, Sutcliffe, and Obstfeld's 2005 Organization Science article took stock of the concept, emphasizing that sensemaking is the activity through which organizing itself happens: people notice and bracket cues, label and categorize them, and act in ways that further shape the situation. Sally Maitlis's 2005 study added the social and political dimension, showing how leaders and stakeholders engage in sensegiving to influence others' interpretations, producing distinct forms of organizational sensemaking. As an analytic approach it is qualitative and interpretive, tracing meaning-construction through talk, narrative, and action.	Organizational network analysis studies the informal web of relationships — who goes to whom for advice, who is friends with whom, who works with whom — that runs alongside the formal org chart and often determines who actually gets things done. Daniel Brass's 1984 study of a newspaper publishing company showed that an employee's position in workflow, communication, and friendship networks predicted perceived influence and promotion better than formal rank. David Krackhardt's 1990 work added a cognitive twist, demonstrating that accurately perceiving the informal network is itself a source of power. Herminia Ibarra's 1993 study related network centrality to involvement in technical and administrative innovation, distinguishing the network bases of different kinds of influence. Together these works established a pipeline: collect relational data on the organization, compute each member's structural position, and link those positions to power, influence, and innovation. The approach treats the organization as a structure of relationships rather than a hierarchy of boxes.