Such criteria can only be derived from theory or from practical experience, that is from empirical patterns of evidence for making assumptions. On unclear and complex terrain, such as knowledge management, theories are the only compass that can be used in guiding the way to promising goals. The multitudes of practical tools and instruments in the ubiquitous training supermarkets in the fields of organizational learning may or may not be valuable. As long as there are no plausible assumptions about the effects that these tools and instruments have on organizational learning or knowledge management, their implementation is more akin to gambling than to reasoning.