LAUSR

ABSTRACT This study operationalized Weick’s [(1988). Enacted sensemaking in crisis situations. Journal of Management Studies 25(4), 305–317 and (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 38, 628–652] theory of enacted sensemaking to examine the communication processes associated with the Flint Water Crisis of 2014–2015. A content analysis of 389 emails and attachments from a total population of N = 37,376 pages of publicly released e-mails and documents pertaining to Flint’s water issues, identified examples of failed sensemaking by government officials. These failures hastened and intensified a growing crisis of lead contamination and an outbreak of Legionnaires disease associated with Flint’s municipal water system. Analysis of email messages suggests that strong commitments by top leaders and limited capacity were important factors as were efforts to create and maintain consensus among officials. The Flint Water Crisis offers an important application of sensemaking theory and its utility for both organizational and risk communication scholars and for practical application. The authors emphasize the importance of questioning previous assumptions and commitments, insuring that communication practitioners are involved in decisions, and avoiding over reliance on image repair as a strategic response.