TowardAmodelOfOrganizationsAsInterpretationSystems

KarlWeick

Model of Organizational Interpretation Modes

Enacting

이 모드는 적극적이고 침입적인 전략과 환경을 분석할 수 없다는 가정을 모두 반영합니다. 이러한 조직은 자체 환경을 구축합니다. 새로운 행동을 시도하고 어떤 일이 일어나는지 관찰하여 정보를 수집합니다. 실험하고, 테스트하고, 자극하며, 선례, 규칙, 전통적인 기대치를 무시합니다. 이 조직은 성공하기 위해서는 반드시 그래야 한다는 믿음 아래 매우 활성화되어 있습니다. 이 유형의 조직은 폴라로이드 카메라와 같이 팔릴 수 있다고 생각하는 제품을 개발하고 마케팅하는 경향이 있습니다. 이 모드의 조직은 수요에 대한 평가를 기다렸다가 무엇을 생산할지 결정하기보다는 시장을 구축하는 경향이 있습니다. 이러한 조직은 다른 조직보다 위크가 설명한 제정 행동을 더 많이 보이는 경향이 있습니다. 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