The organism or group enacts equivocal raw talk, the talk is viewed retrospectively, sense is made of it, and then this sense is stored as knowledge … - Karl E. Weick

If an organization is to learn anything, then the distribution of its memory, the accuracy of that memory, and the conditions under which that memory is treated as a constraint become crucial characteristics of organizing.

The point we want to make here is that sensemaking is about plausibility, coherence, and reasonableness. Sensemaking is about accounts that are socially acceptable and credible... It would be nice if these accounts were also accurate. But in an equivocal, postmodern world, infused with the politics of interpretation and conflicting interests and inhabited by people with multiple shifting identities, an obsession with accuracy seems fruitless, and not of much practical help, either.

Experience is the consequence of activity. The manager literally wades into the swarm of "events" that surround him and actively tries to unrandomize them and impose some order: The manager acts physically in the environment, attends to some of it, ignores most of it, talks to other people about what they see and are doing.