Making Sense of Ambiguity through Dialogue and Collaborative Action. (4th March 2015)

• Record Type: Journal Article
• Authors: Carroll, John S.
• Is Part Of: Journal of contingencies and crisis management. Volume 23:Number 2(2015:Jun.)
• Page Start: 59
• Page End: 65
• Publication Date: 2015-03-04
• Subjects: Crisis management -- Periodicals; 658
• DOI: 10.1111/1468-5973.12075
• Languages: English
• ISSNs: 0966-0879

Abstract

<abstract abstract-type="main"> <title> <x xml:space="preserve">Abstract</x> </title> <p>This paper outlines the importance of ambiguity in organizations that manage hazardous operations in a rapidly changing environment. Three kinds of ambiguity are described: fundamental ambiguity in categories and labels for understanding what is happening; causal ambiguity for understanding cause–effect relationships that enable explanation, prediction, and intervention; and role ambiguity of agreeing on responsibilities. Examples of successful and unsuccessful ways that organizations deal with ambiguity are drawn from several industries. Although the most typical response is to avoid ambiguity or to seek a false clarity from confident leaders, more successful strategies engage diverse participants from inside and outside the organization to provide multiple perspectives and innovative suggestions that contribute to learning‐by‐doing.</p> </abstract>