Survival and Sensemaking: Organizational Resilience in a Wall Street Trading Room After 9/11

How do organizations cope with extreme uncertainty? The existing literature is divided on this issue: some argue that organizations deal best with uncertainty in the environment by reproducing it in the organization, whereas others contend that the orga nization should be protected from the environment. In this paper we study the case of a Wall Street investment bank that lost its entire office and trading technology in the terrorist attack of September 11 th. The traders survived, but were forced to relocate to a makeshift trading room in New Jersey. During the six months the traders spent outside New York City, they had to deal with fears and insecurities inside the company as well as outside it: anxiety about additional attacks, questions of professional identity, doubts about the future of the firm, and ambiguities about the future re-location of the trading room. The firm overcame these uncertainties by protecting the traders' identities and their ability to engage in sensemaking. The organization held together through a leadership style that managed ambiguities and created the conditions for new solutions to emerge.

Collective Intelligence for OER Sustainability

To thrive, the Open Educational Resource (OER) movement, or a given initiative, must make sense of a complex, changing environment. Since "sustainability" is a desirable systemic capacity that our community should display, we consider a number of principles that sharpen the concept: resilience, sensemaking and complexity. We outline how these motivate the concept of collective intelligence (CI), we give examples of what OER-CI might look like, and we describe the emerging Cohere CI platform we are developing in response to these requirements.

Moviment i quietud a la bassa de Casa Polit de Salàs de Pallars : Teoria TK i lleis del moviment 2012

Subtítols paral·lels del document: Teoria TK i lleis del moviment 2012 = Théorie TK et lois du mouvement 2012 = Theory TK and laws of movement 2012 = Teoría TK y leyes del movimiento 2012

Resolving identities: Successive crises in a trading room after 9/11

How do organizations cope with extreme uncertainty? The existing literatureis divided on this issue: some argue that organizations deal best withuncertainty in the environment by reproducing it in the organization, whereasothers contend that the orga nization should be protected from theenvironment. In this paper we study the case of a Wall Street investment bankthat lost its entire office and trading technology in the terrorist attack ofSeptember 11 th. The traders survived, but were forced to relocate to amakeshift trading room in New Jersey. During the six months the traders spentoutside New York City, they had to deal with fears and insecurities insidethe company as well as outside it: anxiety about additional attacks,questions of professional identity, doubts about the future of the firm, andambiguities about the future re-location of the trading room. The firmovercame these uncertainties by protecting the traders identities and theirability to engage in sensemaking. The organization held together through aleadership style that managed ambiguities and created the conditions for newsolutions to emerge.