What is Evolvagility?

Cultivating Sensemaking Intelligence

Much of the work we do in organizations depends on our ability to solve problems, make decisions, and take action in collective partnership with others.

Underlying the activities by which people so engage with each other is the fact that, at all times, what they are engaged in is sensemaking.

For example, when a product development team works together to plan how they will go about developing a particular product feature, they are effectively engaged in an activity of sensemaking.

Sensemaking is the ongoing activity by which people, together, construct plausible meaning, according to which they understand what they are doing and what is going on around them.

We make sense together through the conversations, vocabularies, interaction patterns, and upon the shared assumptions and beliefs (which are, for the most part, hidden from our awareness), by which we naturally go about the business of getting work done.

Take a look at the image above. What do you see?

What you might see is body postures and hand gestures. You might also see that it appears that one person seems to be talking while others are listening. You might also note the manner of facial expressions, and the way people position their hands.

And of course, that which we can’t observe, which is the conversation itself. What is being said? What are people hearing? What are the assumptions, beliefs and stories that frame what he is saying and how people understand him?

If we were present, and especially if we were regular members of this team, we might find ourselves fully inducted into the inferences, shared assumptions and shared commitments that frame the conversation—many of which it wouldn’t even occur to us to stop and question.

As unquestioned, those inferences, shared assumptions and shared commitments simply become what we know… it would all just “make sense” to us.

“Sensemaking” is the activity by which we invoke those inferences, shared assumptions, and shared commitments toward the accomplishment of specific goals, and through the actions and decisions by which we accomplish those goals.

There are two key points we need to get if we are to understand what we mean by sensemaking and why it is so important for organizational performance in a  VUCA world.

First…. Sensemaking is ubiquitous.

Second…. Sense is Made, not Given.

Let’s say a bit more about each of these.

1. Sensemaking is ubiquitous.

The second point we need to understand is the fact that sensemaking, as we’re defining it here, is ubiquitous: it  is the invisible cognitive and relational glue that binds us together, socially and culturally.

Our sensemaking is so much a part-and-parcel of our daily life, that we scarcely even notice it.

It is like the proverbial water fish swim in. Every aspect of that fish’s life—its very movements, its very breathing—everything—is determined by that water.

Similarly, every aspect of our social life is determined by the shared background, and the conversations and activities, that constitute our sensemaking. Our capacity for effective action is shaped by it.

To the degree we are unaware of the constitutive nature of our sensemaking—and the hidden background by which it is shaped—we can’t possibly begin to discern the source of the ineffectiveness of our actions. We are quite literally blind to it.

2. Sense is Made Not Given.

Sensemaking is not about discovering what’s “true or real”—it isn’t about finding a world that is distinct from activities of sensemaking.

It’s about constructing the cognitive and psychical frames that determine how we understand a given situational reality, and the actions and decisions by which we invoke that understanding as we endeavor to impact the unfolding of that reality.

Two things follow from this.

First, the very activity of sensemaking already, and almost always, introduces interpretive artifacts that distort and otherwise reconfigure what’s actually happening. How we see things, and how we understand things, is not necessarily how they actually are.

Second, and perhaps even more problematically, is that it’s not at all apparent to us is that our understanding is a product of the activity of our sensemaking: we think that how we understand the situational reality is the way that situational reality is.

Now our actions are always—always—correlated to our sensemaking, not to how things actually are.

The quality of our actions will, therefore, be a product of the quality of the conversations, vocabularies, interactions, and the shared assumptions and beliefs by means of which we make sense of things together.

When those conversations, vocabularies, interactions and shared assumptions lack the complexity and nuance needed to meet the complexity and nuance of the situational reality which we are currently facing, our actions are not likely to generate the outcomes we intend or want.

Sensemaking Intelligence is what happens when we can reveal the hidden assumptions, beliefs, and stories that determine how we make sense of our world—whether individually or together—and, with that awareness, deliberately make a sense whose complexity is a match for the complexity we are facing in any given moment.

The capacity for sensemaking intelligence comes on line—when we can deliberately reflect on, and even name, the beliefs, assumptions and theories that determine how we understand the world around us—it becomes possible to intercede in the distorting effects they exert on our view of the situations which concern us.

It becomes possible, that is, to consciously engage in the interpretive frames by which we make sense of the world, both internally and collectively.

To exchange a distorting sensemaking apparatus for one that embraces the nuance, the complexity, the inherent ambiguity of the world in front us.

Evolvagility teaches a set of disciplines, practices and distinctions by which individuals, teams, and organizations cultivate such a capacity for Sensemaking Intelligence.

Toward this end, Evolvagility leverages a set of well-understood, research based concepts and practices from the fields of developmental psychology, adult learning, linguistic and dialogical practices, and systemic thinking.

Learn more…

Ebook: Cultivating Sensemaking Intelligence & Agility in Teams and Organizations

There is a lot more to learn about sensemaking, sensemaking intelligence and Evolvagility, and how these ideas and distinctions relate to individual and organizational performance.

This ebook is a good place to start, exploring the nature of sensemaking intelligence, and explicating a way of understanding the activities and structures which determine individual and collective sensemaking. It is a guide for coaches, consultants, facilitators and organizational leaders who seek to catalyze the capacity for sensemaking intelligence and agility in others and in themselves.

Go Deeper…

This video takes a deep look at the nature of transformative learning, a body of knowledge and practice that is central to the work we do with people and organizations.

This video traces a unique methodology for transformative (or, vertical) learning, drawing on the ideas of Martin Heidegger and their application to inner development, as seen through the lens of a newly emerging approach to transformative learning through a rhetorical practice called Ontological Inquiry.

The video first builds on what we mean by "Inner Agility" before diving into the Adult Development context of Inner development and, then, into the philosophical principles underlying an approach to Inner Growth.

This video is taken from a webinar conducted by Michael Hamman--with assistance from Antoinette Coetzee--on July 15, 2022.

Three Developmental Learning Trajectories

Evolvagility is an ecosystem of distinctions and practices to equip transforming leaders, at all levels, with the skills and capabilities necessary to facilitate developmental growth for, and with, individuals, teams, and broader organizations. Toward this end, we offer programs, courses, webinars, and short seminars, as well as a variety of media resources to help you learn and grow across three developmental learning trajectories.

Growing Your Self

For those of us who see ourselves as transformation leaders, there is the blunt recognition that, in order to catalyze transformation around us, we must also catalyze transformation within ourselves.

We offer a powerful, no nonsense, educational opportunities that are designed to bring about deep shifts in your capacity for highly impactful, transforming leadership both at work and in your lives

Growing Groups & Teams

You could say that sensemaking begins with teams and groups—they are the petri dish for larger, organizational sensemaking. The ability to catalyze transformational learning—what we call vertical learning—in groups is therefore key to organizational growth

The Vertical Facilitator is a course that is tailor-made for coaches, managers, and facilitators whose charge it is to create trainings and interventions that yield profound shifts in people.

Growing Organizations

In order to succeed in today’s complex, post-Covid, world, organizations need to adopt organizational learning strategies that focus on growing the inner sensemaking complexity of people across the organization. Such growth doesn’t just happen—it must be deliberately cultivated.

We offer training and development for leaders and enterprise coaches who are charged with igniting transformation at the level of the organization.