Effectuation scholars have suggested that entrepreneurs use sensemaking (Cornelissen & Clarke, 2010; Hill & Levenhagen, 1995; Wood & McKinley, 2010). Sensemaking is inherently social and is primarily achieved through conversations (Roberson, 2006). It can be observed through a team’s discussion of information, meaning, and action (Thomas, Clark, and Gioia, 1993; Wilson, 2007).

The assertions about sensemaking in the entrepreneurship literature tend to be based on interviews with founders, not on observations of the sensemaking efforts of teams in action. This study is based on a micro-analysis of a team’s naturally-occurring work-related conversations. It offers empirical evidence of sensemaking in the innovative entrepreneurial process; it reveals how an innovative entrepreneurial team uses sensemaking to enact its shared work.