Choo (1998) described a model of knowledge management that stresses decision-making.
Focuses on how information elements are selected and subsequently fed into organizational actions.
Organizational action results from the concentration and absorption of information from the external environment into each successive cycle
Ideal for Decision-Making Process
The Choo Sense model illustrated below from Dalkir (2017) pg.77:
Make sense of the information streaming in from the external environment.
Priorities are identified and used to filter the information.
Common interpretations are constructed by individuals from the exchange and negotiation of information fragments combined with their previous experiences.
Loosely coupled system where individuals construct their own representation of reality by comparing current with past events which allows for adaptation, evolution, and extension.
The transformation of personal knowledge between individuals through dialogue, discourse, sharing, and storytelling.
This phase is directed by a knowledge vision of “as is” (current situation) and “to be” (future, desired state).
Knowledge creation widens the spectrum of potential choices in decision making through the provision of new knowledge and new competencies. The result feeds the decision-making process with innovative strategies that extend the organization’s capability to make informed, rational decisions.
Choo (1998) draws upon the Nonaka and Takeuchi (1995) SECI model for a theoretical basis of knowledge creation.
identify and evaluate alternatives by processing the information and knowledge collected to date.
This model helps the company to invoke all the informational elements in terms of organizational actions.
Strengths
Holistic treatment of key KM cycle processes extending to organizational decision making
The Choo KM model is particularly well suited to simulations and hypothesis or scenario-testing applications.