The Choo Sense-Making KM Model page 2

Many inferences can be made upon the decision making theory, Choo (1998) lists a few of them: (i) the decision making process is driven by the search for alternatives that are satisfactory or good enough, rather than seeking for the optimal solution; (ii) the choice of one single alternative implies in giving up the remaining ones and concomitantly in the emergence of trade-offs or costs of opportunity; (iii) a completely rational decision would require information beyond the capability of the organization to collect, and information processing beyond the human capacity to execute. The decision-making process results in the organization commitment for action (Neto et al, 2009, p.595).

Choo model focuses on how informational elements are selected and fed into organizational actions.

Organizational action results from the concentration and absorption of information from the external environment into each successive cycle as seen in Figure 3.3. Each of the phases, sense making, knowledge creation, and decision making, has an outside stimulus or tigger (Dalkir, 2011, p.73).


Take a minute and think: In what ways is the Choo KM model similar to the Nonaka and Takeuchi KM model? In what ways do they differ?

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