The purpose of this paper is to revisit the oft cited but as yet not operationalized Weick's sensemaking framework, in order to provide suggested ways forward. Development of a method based on Weick's sensemaking is suggested as a starting point for a heuristic that takes into account missing elements from his original model while operationalizing (critical) sensemaking as an analytical tool for understanding organizational events.
Following the trajectory of sensemaking, the limitations of Weick's model were discussed (i.e. failure to address power and context) and the critical sensemaking was developed as a method that takes into account agency in context. Empirical studies that apply sensemaking were discussed.
It is concluded that plausibility and identity construction are key to understanding how some voices are heard over others and through critical sensemaking sense that can be made of such phenomena as the gendering or organizational culture and discriminatory practices in organizations.
A heuristic can help people to understand the socio‐psychological properties involved in behavioural outcomes.
Critical sensemaking builds on and operationalizes Weick's original sensemaking approach and demonstrates how it can be used in a range of empirical studies, something that Weick himself suggested was lacking.
