Much of day-to-day life is defined by our encounters with situations and circumstances we find challenging and problematic. We assert, however, that many of the situations we encounter are not in themselves problematic or challenging. Rather, it is the way in which we make sense of those situations that render them so. 

We define “sensemaking” as the interpersonal and collaborative activities by which we mobilize ourselves toward collective action, and the beliefs, stories, and emotional triggers—usually hidden—which underlie and inform those activities.

Deliberate sensemaking is a set of practices and distinctions by which we reveal those activities and the beliefs, stories, and emotional triggers which underlie those activities. The resulting sensemaking intelligence allows us to see reality more clearly as it is, thus raising our capacity for high quality decision-making, problem-solving and, ultimately, actions which effect the quality of impact we intend.

In this 3-part series, we first explain more fully what we mean by “sensemaking” and “deliberate sensemaking.” We then describe two shared sensemaking conversational practices: the deliberately developmental conversation and the shared sensemaking conversation, both of which, when used in groups and teams, raises their level of sensemaking intelligence, empowering and enabling them in the face of challenging and problematic situations and circumstances.