Applying sensemaking to situations from daily life

Applying sensemaking to situations from daily life


The sense-making barometer measures, the level of shared sense-making by administering a questionnaire to all employees or to a representative sample, the level of shared meaning in the form of a barometer.Responses are scored on a scale of 1 to 5.

1. Measure your own level of meaning at work and ask your colleagues to do the same. For each of the 9 items, give a score of 1 (most negative) to 5 (most positive).

Example of Sense-making Barometer Questions:


2. Calculate the Barometer score. Average the 9 items and you will get a sense-making evaluation on a scale of 1 to 5, corresponding to the following sense-making values:

  • Between 4 and 5 = Making sense : The company is doing something strong that creates meaning for employees.
  • Between 3 and 4 = Maintenance of meaning : The situation is not dynamic, but there is a shared and valued meaning in the company.
  • Between 2 and 3 = Interrogation of meaning : Employees question what their company is, their commitment and their involvement.
  • Between 1 and 2 = Destruction of meaning : The company is no longer able to give meaning to its employees and contributes to destroying the meaning that used to prevail.

3. Analyse and prepare an action plan to improve the meaning

Depending on the results of the sense-making barometer, improvement actions will be proposed within the framework of daily management and/or relayed by the change projects.

For each item with a score below 3, ask yourself the questions:

  • How can I improve or change things? At my level, at the entity level, at the company level?
  • When and where can I implement these changes? With whom?