Knowledge creating may be viewed as 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 by providing 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)
model for a theoretical basis of knowledge creation.