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See also Mental reference models
power of, 240–241
reasons for having, 67
Romer, Paul, 6
Routines, 323–324
SAS Institute, 253–255
Schemata, 325–326
Scripts, 325
Sensemaking
enterprise situation handling
and, 156–157, 167, 168
personal situation handling and,
122, 123, 127–128,
156–157
Sensitivity, 55
Service paradigms, 242–244
Shadowing, 97
Shared understanding, 225,
241–244
Sharing knowledge and
information, 301–302
Single-stage decision-making,
132–134
Situation, defined, 121
Situational Awareness
enterprise situation handling
and, 170–172
personal situation handling and,
123, 124, 128, 131
Situation-handling, enterprise
action program details, 206–212
Action Space, 172–175,
181–183
background to, 160–162
damage control after product
failure example, 198–199
decision making, 175–177
decision making/problem solving
and action selection,
158–159, 172–175
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Index
example, 155–160
example of Financo, 164–167
Execution Capability, 186–189,
191–192
general aspects, 159
Governance Competence and
Perspectives, 192–194,
198–199
hiring competent staff example,
176–177
Implementation, 186–190
importance of, 200–205
Innovation Capability, 172–175,
183–186
knowledge management aspects,
160, 165, 168, 170, 172,
175, 176–177, 181, 183,
186, 188–189, 190, 191,
194, 198, 199
lack of balanced decision
making example, 195–198
levels, 200
marketing department example,
167–168
Monitoring, 192–198
premise, 155
problems, defining, 157–158
problem solving, 177–181
production line example,
168–170
repairing relations with unhappy
clients example, 177–181
restructuring sales to increase
profits example, 181–183
retained earnings and long-term
success example, 172–175
Sensemaking, 156–157, 167,
168
Situational Awareness, 170–172
societal responsibilities example,
193–194
staffing problem example,
171–172
strategic partnership example,
189–190
strategy not implemented
example, 187–188
tasks, 162–164
technology to make cost
reductions example,
185–186
use of in-house staff only
example, 191–192
Situation-handling, personal
Action Space, 123, 124,
140–141
customer service example, 118,
125–126
Decision-Making, 123, 131–135,
150–151
defined, 120
Execution Capability, 123,
143–144
general and world knowledge,
relevance of, 152–153
Governance Competence and
Perspectives, 123, 147
Implementation, 123, 142, 142
Innovation Capability, 123,
141–142
mental reference models in,
150–152
model, 122–126
Monitoring, 123, 144, 146–147
need to understand adjacent
operations, 152
premises, 117
Problem-Solving, 123, 135–140,
150–151
process, 118–122
recognition and, 147–148, 150
resources for, 124
Sensemaking, 122, 123,
127–128
Situational Awareness, 123, 124,
128, 131
stories and, 148–153
tasks, 123
topic domain knowledge,
149–150
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365
Skandia Navigator, 21
Societal/global perspectives,
222–225
side effects, 267–268
Sohlberg, Ragnhild, 124
Stakeholder supportive behavior,
54
Stories (storytelling), 96
context-specific, 107–108
effective communication,
109–110
forms of, 107
importance of, 107–113
learning enhanced with,
110–111
mental reference models and,
105–113
mental simulations and,
111–113
problems tackled with, 110
recalling, 107
situation handling and, 148–153
versus facts, remembering, 66
Strategic benefit expectations,
examples of, 261–262
Strategic perspectives, 222–225
Strategy, effective enterprises and,
44–45
Stress, performance and, 67
Success factors, 226–227
Supply chain management (SCM),
16
Supply push, 237
Surveys, 281–283
Sveiby, Karl-Erik, 21
Swedish Financial Co., 20
Systematic schema and reference
methodology knowledge, 90
Tacit reasoning, 70, 72
Tacit subliminal knowledge, 90
Tactical benefit expectations,
examples of, 262
Tactical perspectives, 222–225
Targeted knowledge, 232
Taylorism, 9
Teams, 232
Technology, impact of, 9, 11–12,
36–37
Technology focus, NGKM and,
230
Thinking process, 69–72
Tolerance, 56
Topic domain knowledge, 149–150
Training, 16–17, 304
Understanding, shared, 225,
241–244
Value creation, productivity and,
39–40
Vigilance surveys, 281–283
Vision, 232
Workplace
challenges facing, 12–17
changing, 263–268
increased complexity in, 9–14
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