Abstract
This study makes use of Weick’s sensemaking properties to help understand the actions, activities and sensemaking processes that occurred within and between several organizations that were working collectively in response to a hurricane. Through the sensemaking framework, we show how the response efforts were initially ‘disastrous’ themselves, and how effective inter‐organizational response necessitates shared meaning and heedful interrelating (Weick & Roberts, 1993), which we maintain, can only result when there is a convergence of both inter and intra organizational sensemaking. We highlight the importance of organizational identity as a critical element in the sensemaking process and show how this affects the processes of sensegiving, sensetaking, and sensemaking.
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