The business grows. More people become involved in making sense of the clients “wants”.
It begins with the clients, who mostly don’t know exactly what they want but do know if they are not getting it. They meet with a salesperson who seeks to make their “sense” of the clients’ “sense” of what they want.
This “sense” of the clients wants is then transferred to the people tasked with coordinating delivery of the work who make their “sense” of the salesman’s “sense” of the clients “sense” of what they want!
Instruction is then given to technicians responsible for delivering the work: they make their “sense” of the coordinators “sense” of the salesman’s “sense” of the clients “sense” of what they want.
The nature of the clients wants is unclear. The meaning of information is unclear. Multiple, conflicting interpretations is a problem. Organisational goals are unclear. Time is at a premium. Attention to detail is lacking. Roles and responsibilities are unclear. Processes are fluid and duplicated. Causes and effects are vague. People are unpredictable. Mistakes are made.
Clients don’t get what they want.
 Weick, K. (1993). Sensemaking in Organisations. London: Sage.