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| || || ||Organizational Intrusiveness || || || || ||Passive ||Active || ||Assumptions about environment||Unanalyzable||UNDIRECTED VIEWING<<BR>>Constrained interpretations, Nonroutine, informal data, Hunch, rumor, chance opportunities.||ENACTING<<BR>>Experimentation, testing, coercion, invent environment. Learn by doing. || || ||Analyzable ||CONDITIONED VIEWING<<BR>>Interprets within traditional boundaries. Passive detection. Routine, formal data. ||DISCOVERING<<BR>>Formal search. Questioning, surveys, data gathering. Active detection.|| |
||<-2|2> ||<-2:70%>Organizational Intrusiveness || ||<:50%>Passive ||<:50%>Active || ||<|2>Assumptions about environment||Unanalyzable||''UNDIRECTED VIEWING''<<BR>>Constrained interpretations, Nonroutine, informal data, Hunch, rumor, chance opportunities.||''ENACTING''<<BR>>Experimentation, testing, coercion, invent environment. Learn by doing. || ||Analyzable ||''CONDITIONED VIEWING''<<BR>>Interprets within traditional boundaries. Passive detection. Routine, formal data. ||''DISCOVERING''<<BR>>Formal search. Questioning, surveys, data gathering. Active detection.|| |
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| Enacting:: this mode reflects both an active, intrusive strategy and the assumption that the environment is unanalyzable. These organizations construct their own environments. They gather information by trying new behaviors and seeing what happens. They experiment, test, and stimulate, and they ignore precedent, rules, and traditional expectations. This organization is highly activated, perhaps under the belief that it must be so in order to succeed. This type of organization tends to develop and market a product, such as polaroid cameras, based on what it thinks it can sell. An organization in this mode tends to construct markets rather than waiting for an assessment of demand to tell it what to produce. These organizations, more that others, tend to display the enactment behavior described by Weick. discovering:: this mode also represents an intrusive organization, but the emphasis is on detecting the correct answer already in an analyzable environment rather than on shaping the answer. Carefully devised measurement probes are sent into the environment to relay information back to the organization. This organization uses market research, trend analysis, and forecasting to predict problems and opportunities. Format data determine organizational interpretations about environmental characteristics and expectations. Discovering organizations are similar to otganizations that rely on formal search procedures for information and in which staff analysts are used extensively to gather and analyze data. Conditioned viewing:: assume an analyzable environment and are not untrusive. They tend to rely on established data collection procedures, and the interpretations are developed within traditional boundaries. The environment is perceived as objective and benevolent, so the organization does not take unusual steps to learn about the environment. The viewing is conditioned in the sense that it is limited to the routines documents, reports, publications, and information systems that have grown up through the years. The view of the environment is limited to these traditional sources. At some time historically, these data were perceived as important, and the organization is now conditioned to them. Organizations in this category use procedures similar to the regular scanning of limited sectors described by Fahey and King (1977) Undirected viewing:: reflects a similar passive approach, but these organizations do not rely on hard, objective data because the environment is assumed to be unanalyzable. Managers act on limited, soft information to create their perceived environment. These organizations are not conditioned by formal management systems within the organization, and they are open to a variety of cues about the environment from many sources. Managers in these organizations are like the ones Aguilar (1967) found that relied on information obtained through personal contacts and causal information encounters. Fahey and King (1977) also found some organizational information gatherings to be irregular and based on chance opportunities. |
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| Relationship Between Interpretation Modes and Organizational Processes | |
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| ||<-2|2> ||<-2:70%>Organizational Intrusiveness || ||<:50%>Passive ||<:50%>Active || ||<|2>Assumptions about environment||Unanalyzable||''UNDIRECTED VIEWING''<<BR>><<BR>>Scanning Characteristics: <<BR>>1. Data sources: external, personal.<<BR>>2. Acquisition: no scanning department, irregular contacts and reports, casual information.<<BR>><<BR>>Interpretation Process: <<BR>>1. Much equivocality reduction<<BR>>2. Few rules, many cycles<<BR>><<BR>>Strategy and Decision Making: <<BR>>1. Strategy: reactor.<<BR>>2. Decision process: coalition building.||''ENACTING''<<BR>><<BR>>Scanning Characteristics: <<BR>>1. Data sources: external, personal.<<BR>>2. Acquisition: no department, irregular reports and feedback from environment, selective information.<<BR>><<BR>>Interpretation Process: <<BR>>1. Some equivocality reduction<<BR>>2. Moderate rules and cycles<<BR>><<BR>>Strategy and Decision Making: <<BR>>1. Strategy: prospector.<<BR>>2. Decision process: incremental trial and error.|| ||Analyzable ||''CONDITIONED VIEWING''<<BR>><<BR>>Scanning Characteristics: <<BR>>1. Data source: internal, impersonal.<<BR>>2. Acquisition: no department, although regular record keeping and information systems, routine information.<<BR>><<BR>>Interpretation Process: <<BR>>1. Little equivocality reduction<<BR>>2. Many rules, few cycles<<BR>><<BR>>Strategy and Decision Making: <<BR>>1. Strategy: defender.<<BR>>2. Decision process: programmed, problemistic search.||''DISCOVERING''<<BR>><<BR>>Scanning Characteristics: <<BR>>1. Data sources: internal, impersonal.<<BR>>2. Acquisition: Separate departments, special studies and reports, extensive information.<<BR>><<BR>>Interpretation Process: <<BR>>1. Little equivocality reduction<<BR>>2. Many rules, moderate cycles<<BR>><<BR>>Strategy and Decision Making<<BR>>1. Strategy: analyzer.<<BR>>2. Decision process: systems analysis, computation.|| |
Model of Organizational Interpretation Modes
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Organizational Intrusiveness |
||
Passive |
Active |
||
Assumptions about environment |
Unanalyzable |
UNDIRECTED VIEWING |
ENACTING |
Analyzable |
CONDITIONED VIEWING |
DISCOVERING |
|
- Enacting
- this mode reflects both an active, intrusive strategy and the assumption that the environment is unanalyzable. These organizations construct their own environments. They gather information by trying new behaviors and seeing what happens. They experiment, test, and stimulate, and they ignore precedent, rules, and traditional expectations. This organization is highly activated, perhaps under the belief that it must be so in order to succeed. This type of organization tends to develop and market a product, such as polaroid cameras, based on what it thinks it can sell. An organization in this mode tends to construct markets rather than waiting for an assessment of demand to tell it what to produce. These organizations, more that others, tend to display the enactment behavior described by Weick.
- discovering
- this mode also represents an intrusive organization, but the emphasis is on detecting the correct answer already in an analyzable environment rather than on shaping the answer. Carefully devised measurement probes are sent into the environment to relay information back to the organization. This organization uses market research, trend analysis, and forecasting to predict problems and opportunities. Format data determine organizational interpretations about environmental characteristics and expectations. Discovering organizations are similar to otganizations that rely on formal search procedures for information and in which staff analysts are used extensively to gather and analyze data.
- Conditioned viewing
- assume an analyzable environment and are not untrusive. They tend to rely on established data collection procedures, and the interpretations are developed within traditional boundaries. The environment is perceived as objective and benevolent, so the organization does not take unusual steps to learn about the environment. The viewing is conditioned in the sense that it is limited to the routines documents, reports, publications, and information systems that have grown up through the years. The view of the environment is limited to these traditional sources. At some time historically, these data were perceived as important, and the organization is now conditioned to them. Organizations in this category use procedures similar to the regular scanning of limited sectors described by Fahey and King (1977)
- Undirected viewing
- reflects a similar passive approach, but these organizations do not rely on hard, objective data because the environment is assumed to be unanalyzable. Managers act on limited, soft information to create their perceived environment. These organizations are not conditioned by formal management systems within the organization, and they are open to a variety of cues about the environment from many sources. Managers in these organizations are like the ones Aguilar (1967) found that relied on information obtained through personal contacts and causal information encounters. Fahey and King (1977) also found some organizational information gatherings to be irregular and based on chance opportunities.
Relationship Between Interpretation Modes and Organizational Processes
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Organizational Intrusiveness |
||
Passive |
Active |
||
Assumptions about environment |
Unanalyzable |
UNDIRECTED VIEWING |
ENACTING |
Analyzable |
CONDITIONED VIEWING |
DISCOVERING |
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