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Karl E. Weick: Departing from Traditional Rational Models of Organizational Change

The Palgrave Handbook of Organizational Change Thinkers

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Abstract

Karl E. Weick is one of management’s and organizational science’s most influential social psychologists. He, more than most theorists, is responsible for pointing to the prevailing theories of management and organizational change and asking very pragmatic questions such as: “Is this plausible? What are we missing? What if we say this?” This chapter focuses on only four concepts within his large body of work: (1) organizing as a human process; (2) collective interpretation and loose coupling; (3) sensemaking; and (4) surprise and managing the unexpected. These concepts represent major departures from traditional rational models of organizational change. They are not necessarily labeled organizational change phenomena per se; however, each of them has been and remains critical to understanding human actions in the continuous flow of social change.

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Further Reading

    As Further Reading, I Would Suggest the Following Books that Provide a Scholarly/Research Perspective to Weick’s Work (with Complete Citations Provided in the Reference Section):

    • The Social Psychology of Organizing (2nd ed., Weick 1979)

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    • Making Sense of the Organization (Vol. 1, Weick 2001, and Vol. 2, Weick 2009)

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    The Following Books Provide a Broader Scope for the Scholar Practitioner:

    • Sensemaking in Organizations, 1995

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    • Managing the Unexpected: Sustained Performance in a Complex World (3rd ed., 2015, with K. M. Sutcliffe)

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    The Following Papers Provide Insights for Change Agents:

    • “Fatigue of the spirit in organizational theory and organization development: Reconnaissance man as remedy” (1990)

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    • “Collective mind in organizations: Heedful interrelating on flight decks” (1993, with K. H. Roberts)

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    • “Drop your tools: On reconfiguring management education” (2007)

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    • Weick, K. E. (2001). Making sense of the organization (Vol. 1). Oxford: Blackwell.

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    • Weick, K. E. (2009). Making sense of the organization (Vol. 2). Malden: Blackwell.

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    Authors and Affiliations

    1. Professor HOL, Emeritus, George Washington University, Washington, DC, USA

      Dave Schwandt

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    1. Dave Schwandt
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    Correspondence to Dave Schwandt .

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    Editors and Affiliations

    1. Western Michigan University, Kalamazoo, Michigan, USA

      David B. Szabla

    2. Columbia University , New York, New York, USA

      William A. Pasmore

    3. The George Washington University , College Park, Maryland, USA

      Mary A. Barnes

    4. Columbia University , New York, New York, USA

      Asha N. Gipson

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    Schwandt, D. (2018). Karl E. Weick: Departing from Traditional Rational Models of Organizational Change. In: Szabla, D., Pasmore, W., Barnes, M., Gipson, A. (eds) The Palgrave Handbook of Organizational Change Thinkers. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-49820-1_62-2

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    • DOI: https://doi.org/10.1007/978-3-319-49820-1_62-2

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    • Publisher Name: Palgrave Macmillan, Cham

    • Print ISBN: 978-3-319-49820-1

    • Online ISBN: 978-3-319-49820-1

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    1. Latest

      Weick, Karl E.: Departing from Traditional Models of Organizational Change
      Published:
      08 November 2020

      DOI: https://doi.org/10.1007/978-3-319-49820-1_62-3

    2. Karl E. Weick: Departing from Traditional Rational Models of Organizational Change
      Published:
      30 September 2017

      DOI: https://doi.org/10.1007/978-3-319-49820-1_62-2

    3. Original

      Karl E. Weick
      Published:
      04 April 2017

      DOI: https://doi.org/10.1007/978-3-319-49820-1_62-1

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