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**Chapter 2**

**Provisional chapter**

**Using Sensemaking Theory to Improve Risk**

**Using Sensemaking Theory to Improve Risk** 

**Learn?**

**Learn?**

Emily J. Haas and Patrick L. Yorio

Emily J. Haas and Patrick L. Yorio

http://dx.doi.org/10.5772/intechopen.75725

**Abstract**

Additional information is available at the end of the chapter

Additional information is available at the end of the chapter

risk communication, risk management, sensemaking

**1. Introduction to risk management and communication**

**Management and Risk Communication: What Can We**

**Management and Risk Communication: What Can We** 

Risks and communication surrounding risks must be interpreted and responded to by employees in a way that honors the organization's health and safety (H&S) goals. This chapter integrates sensemaking theory and organizational risk management processes. In doing so, information is gleaned about gaps in risk communication messaging and dissemination. This proposed model has the potential to enhance the organizational and communication processes necessary to support the cognitive, motivation, and social coordination components in risk communication messaging that underlie H&S decision making.

**Keywords:** behavior change, decision making, health and safety management systems,

Health, safety, and risk management systems are designed to establish and achieve occupational goals, serving as primary mechanisms to control risks in the workplace [1, 2]. Their effectiveness in preventing loss and harm, however, depends upon the execution of behaviors necessitated by this overarching system. Despite the continued emphasis on the importance of organized action in risk management (RM) activities throughout the plan-do-check-act cycle, research suggests that implementation efforts often fail due to misinterpretation [1, 3, 4]. Although much effort has been dedicated to the behavioral aspects of RM primarily in the form of leadership/ communication theories [5–10], organizational climate theories [8, 11–13], and knowledge/motivation theories [14–16], as a discipline we lack a framework that provides relevant information

> © 2016 The Author(s). Licensee InTech. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

© 2018 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use,

distribution, and reproduction in any medium, provided the original work is properly cited.

DOI: 10.5772/intechopen.75725

#### **Using Sensemaking Theory to Improve Risk Management and Risk Communication: What Can We Learn? Using Sensemaking Theory to Improve Risk Management and Risk Communication: What Can We Learn?**

DOI: 10.5772/intechopen.75725

Emily J. Haas and Patrick L. Yorio Emily J. Haas and Patrick L. Yorio

Additional information is available at the end of the chapter Additional information is available at the end of the chapter

http://dx.doi.org/10.5772/intechopen.75725

#### **Abstract**

Risks and communication surrounding risks must be interpreted and responded to by employees in a way that honors the organization's health and safety (H&S) goals. This chapter integrates sensemaking theory and organizational risk management processes. In doing so, information is gleaned about gaps in risk communication messaging and dissemination. This proposed model has the potential to enhance the organizational and communication processes necessary to support the cognitive, motivation, and social coordination components in risk communication messaging that underlie H&S decision making.

**Keywords:** behavior change, decision making, health and safety management systems, risk communication, risk management, sensemaking
