The Impact of Sensemaking Due to Cognitive Gaps Between Supervisors and Subordinates

In today’s uncertain and complex environment (VUCA), modern corporations are required to continuously innovate and adapt to globalization. Globally successful companies have expanded their service range. Particularly for innovation, it is crucial to embrace diversity to bring different perspectives. In this era, modern managers, as ‘Knowledge Engineers’, are actively involved in knowledge creation and innovation. They are also expected to foster cooperative problem-solving and new sensemaking between supervisors and subordinates. This study explores the relationship between cognitive gaps and sensemaking among supervisors and subordinates, specifically using 360-degree evaluation data from the IT company. Traditionally, it has been considered beneficial in supervisor-subordinate relationships to have no cognitive gap from the perspective of information processing. However, this study introduces the notion that cognitive gaps can be both negative and positive. It suggests that under certain conditions, a larger cognitive gap may actually enhance the process of sensemaking. Additionally, as one of the factors influencing sensemaking, this study constructs a theoretical framework of cognitive gaps and sensemaking that specifically incorporates subordinates’ self-evaluation into the model. It proposes four types of relationships in sensemaking: ‘dissatisfaction or disconnection,’ ‘Stability or Indifference,’ ‘Active Cooperation,’ and ‘Blind Trust or Emergent’.