People-focused knowledge management

Mental Simulations
Klein (1998, pp. 45–74) points out that in multistage Decision-
Making and personal Problem-Solving, the acceptability of the poten-
tial action-option is tested through “mental simulation” that can 
be more or less tacit. Mental simulation involves exploring whether
the operational or action model will provide a satisficing solution 
by using expectations and perspectives from internalized conceptual
knowledge (Simon 1945). In mental simulation, if an action-option
is foreseen to lead to unacceptable consequences, alternative
approaches are generated from relevant mental models and tested by
projecting expected performance until an acceptable action-option is
obtained. This can be a quick and simple conceptual blending
process, with one or a few iterations completed in seconds. For dif-
ficult situations, the process to find an acceptable action-option may
require elaborate and conscious multistage Solving'>Problem-Solving that can
involve teamwork over long periods of time.
Problem-Solving
Along with regular Decision-Making, Problem-Solving may be 
one — or perhaps the most — important activity within the agile 
and proactive enterprise. Problem-Solving is the process that allows a
Situation
Mental
Library
of
Situation
Recognition
Models
Novel
Problem-
Solving
Decision-Making/
Problem-Solving
Sensemaking
Situation
Information
Situation
Understanding
Action-Options
Complex
Decision-
Making
Simple
Decision-
Making
Situation Is
Novel and
Important
Proactive/Innovative Action
Reactive Action
No Action Needed
Innovative Action
Standard Action
No Action Needed
Well Known, Routine Action
No Action Needed
No Action Needed or Possible
Situation
Follows Scripts
and General
Patterns
Situation Is
Routine and
Well Known
Situation Is
Unimportant
or Beyond
Handling