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These processes are interrelated as part of a dynamic whole (Figure 1). Each of the five processes depend on the other and is maintained through feedback and learning. HROs ‘socialize people to notice more’ [3] over a background of constant preoccupation with ‘things going wrong’; their organisational structures are compatible with maintaining and enhancing resilience. Once something is noticed, it is shared. Collective mindfulness depends on ongoing sharing of information, communication and interaction between individuals, so that interpretation of what is happening can be refined, beyond usual assumptions, and with awareness of overall workflows and interdependencies. This is thus a process of collective sensemaking – making sense of the situation overlaps with actions to solve or contain the problem, involving people with the right expertise, beyond hierarchical lines. Through the process, the organisation learns, broadens individual and organisational repertoires of actions, and gains collective knowledge that will inform the making sense of future uncertain, unexpected situations. Figure 1. The collective mindfulness whole: a dynamic achievement 1.1. The cognitive dimension The theory of collective mindfulness builds on the view of a ‘collective mind’ emerging from distributed processes proposed in distributed cognition [6]. Collective mindfulness also draws on Langer’s theory of mindfulness about individuals’ interpreting information beyond premature cognitive commitments [1]. However, collective mindfulness shifts the focus away from individual cognition, to collective processes of sensemaking emerging from interactions between people working in equivocal environments [7, 8]. Within this perspective, the ‘collective mind’ is ‘embodied in the interrelating of social activities’ [2, 4] and an organisation (or the group V.LichtnerandJ.I.Westbrook /CollectiveMindfulnessandProcessesofSensemaking100