According to Karl Weick, a distinguished scholar in Organizational Behavior and Psychology, the organization cannot be imagined as an architectural design, static and prescriptive, but should be described as a Jazz improvisation, a flexible mental model. By conceiving both the organization and its environment as a social and mental construct, we are able to get a better view on the denotation of the individual factor. In his approach the dichotomy between theory and practice dissolves. The organization is studied as an (...) activity. These dynamics (dis)continuously generate sense. Because of his radical choice for understanding the organization as dynamic and without ground, his thinking has parallels with post-modern thinking. In his description of the characteristics of organizations, he identifies as sixth element, ongoing. This concept is only conceivable in its disturbance, its interruption. Herein we sense affinity with the post modern deconstruction concept (Derrida). With interruption, aspects like misunderstanding, failure, mistakes, conflict, contradiction and exclusion get a role in understanding the organization dynamic. In order to manage the resulting confusion, individuals, in social interaction, actively make sense of that experience retrospectively. In organizations, managers and employees alike, are essential in signaling interruptions and the contribution to the process of sensemaking. Managers are expected to take the initiative in facilitating the open space in which judgment is temporarily suspended. Managing becomes the managing of sense, sharing of meaning, of diversity and oppositions. (shrink)