If all of the elements in a large system are loosely coupled to one another, then any one element can adjust to and modify a local a local unique con… - Karl E. Weick

By their very nature the problems imposed on organizational theorists involve so many assumptions and such a mixture of accuracy and inaccuracy that virtually all conjectures and all selection criteria remain plausible and nothing gets rejected or highlighted.

That’s what this entire book is about. The basic recipe coordinates with organizing in the way outlined in Figure 5.3 (saying = enactment, selection = seeing what I say, retention = knowledge of what I said). The organism or group enacts equivocal raw talk, the talk is viewed retrospectively, sense is made of it, and this sense is then stored as knowledge in the retention process. The aim of each process has been to reduce equivocality and to get some idea of what has occurred.

Action often creates the orderly relations that originally were mere presumptions summarized in a cause map. Thus language trappings of organizations such as strategic plans are important components in the process of creating order. They hold events together long enough and tightly enough in people's heads so that they act in the belief that their actions will be influential and make sense.