ABSTRACT
Sensemaking relates to the concept of having the bubble, i.e. maintaining a big-picture view of operations, which is seen as being of crucial importance in safety-critical environments (Roberts and Rousseau 1989). The ability of distributed networks to engage in complex and fast-paced activity means that they will move beyond the ability of any single individual to maintain a detailed picture of what is going on. However, complexity (including complex and distributed decision making), tight coupling and fast pace of action do not necessarily lead to organisational failure, as is demonstrated by high-reliability organisations, such as aircraft carriers (Roberts and Rousseau 1989). The bubble (more likely a series of nested bubbles) and, consequently, safe operations are maintained in this environment through clear roles, responsibilities and lines of command; high levels of training and
established processes for every aspect of operation; it is questionable, whether within high-tempo networked operations that feature ad hoc reorganisation and decision making on the hoof at the edge as core principles, that systemic failures can be avoided.
