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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 ||
||Passive ||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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Relationship Between Interpretation Modes and Organizational Processes
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||<-2|2> ||<-2:70%>Organizational Intrusiveness ||
||Passive ||Active ||
||<|2>Assumptions about environment||Unanalyzable||''UNDIRECTED VIEWING''<<BR>>Scanning Characteristics: <<BR>>1. Data sources: external, personal.<<BR>>2. Acquisition: no scanning department, irregular contacts and reports, casual information.<<BR>>Interpretation Process: <<BR>>1. Much equivocality reduction<<BR>>2. Few rules, many cycles<<BR>>Strategy and Decision Making:<<BR>>1. Strategy: reactor.<<BR>>2. Decision process: coalition building.||''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.||

KarlWeick

Model of Organizational Interpretation Modes

Organizational Intrusiveness

Passive

Active

Assumptions about environment

Unanalyzable

UNDIRECTED VIEWING
Constrained interpretations, Nonroutine, informal data, Hunch, rumor, chance opportunities.

ENACTING
Experimentation, testing, coercion, invent environment. Learn by doing.

Analyzable

CONDITIONED VIEWING
Interprets within traditional boundaries. Passive detection. Routine, formal data.

DISCOVERING
Formal search. Questioning, surveys, data gathering. Active detection.

Relationship Between Interpretation Modes and Organizational Processes

Organizational Intrusiveness

Passive

Active

Assumptions about environment

Unanalyzable

UNDIRECTED VIEWING
Scanning Characteristics:
1. Data sources: external, personal.
2. Acquisition: no scanning department, irregular contacts and reports, casual information.
Interpretation Process:
1. Much equivocality reduction
2. Few rules, many cycles
Strategy and Decision Making:<<BR>>1. Strategy: reactor.
2. Decision process: coalition building.

ENACTING
Experimentation, testing, coercion, invent environment. Learn by doing.

Analyzable

CONDITIONED VIEWING
Interprets within traditional boundaries. Passive detection. Routine, formal data.

DISCOVERING
Formal search. Questioning, surveys, data gathering. Active detection.

TowardAmodelOfOrganizationsAsInterpretationSystems (last edited 2023-07-13 16:46:48 by 정수)