Sensemaking or meaning making, is perhaps the most critical part of Action Learning.

“System change becomes possible when system dynamics are revealed, which happens though meaning making. Knowledge generated by different parts of the system can be brought together to create collective knowledge. This is the route to concientization.” Pablo Freire, Pedagogy of the Oppressed.

Sensemaking is a structure that engaged diverse stakeholders in the collective analysis, meaning making, and reflection of data, perspectives and insights gathered through the Action Learning process (as described above) with the purpose of informing decision-making and planning.

Who should participate? Stakeholders should include program participants and staff as well as actors that have important perspectives and the ability to influence an issue such as other organizational allies, people from the community, and formal and informal leaders (if appropriate). When developing sensemaking meetings or workshops, we are mindful of power dynamics, and want to ensure that agendas support the emergence of collective knowledge, the careful dialogue around underlying factors and better decisions-making (to inform planning, shifts, etc.).

When should we do this? Sensemaking is both a critical moment in the overall approach as well as a practice that should be integrated into regular organizational processes; it is not a sporadic add-on activity.

Who should facilitate? While internal sensemaking can be lead by staff, for example, we have found ideal to have some workshops be co-faciliated by an external person; someone who can more easily “pushing back” and ask the hard questions (Again, we refer you to Part 1 on considerations). A strong facilitator can also insure that the process is dynamic and engaging, and that everyone’s voices are heard. (See above).

Looking for examples? For access to sensemaking tools and agendas that we have used in a variety of contexts, please refer here.

“When you reach the end of what you should know, you will be at the beginning of what you should sense.” - Kahlil Gibran, Sand and Foam

A participatory tool for visioning, analyzing the path forward and reflecting on what's happened

Part 1- Insights into a catalyst for transformative change

A tool for visioning the future, analyzing the present and the way forward