I had written earlier that the right people had to be in the right roles for effective decisions to be made. From a KM perspective what this means is that creating and sharing so called “actionable knowledge” is not sufficient. There is a need to act on it. To act on it and make effective decisions, one has to be aware of the possibilities and the perils of the “unschooled mind” (Borrowing the phrase from Howard Gardner). Gardner speaks about the “strength on initial conceptions, stereotypes, and “scripts”‘ that affect how students apply concepts they learn to real life situations.Bottomline is that we tend to fall back on so called “primitives” or intuitive understanding of the world to solve new problems. Unfortunately primitives are not always correct. Extrapolating this further, I wonder why organizations fail to make the right decisions even when they have access to the right information. Are managers basing their decisions based on a set of flawed assuptions that in turn has its roots in the “unschooled mind”? What are the implications of organizational culture(specifically stories and anti-stories) on “mental models” and hence on the quality of decisions being made?