Toward a More Pragmatic Knowledge Management ties of committed practitioners and inquirers. Figure 3 demonstrates the reciprocal relationship between performance and inquiry as mediated by doubt. When performance declines and doubt grows, it causes our efforts to seek alternative explana- tions to expand through a process of inquiry. Inquiry is the driving force behind the science of discovery. Discovery can take many forms in organizations including invention and innovation A SCIENCE OF DISCOVERY Historically, Charles Sanders Peirce developed the principles of Pragmatism to provide a gen- eral roadmap to increasing the capabilities of scientists to make important discoveries. Peirce's approach to promoting discovery was to employ the synergistic use of all three forms of reason- and revise rules for action thereby increasing their effectiveness. Finally, abduction synthesizes conclusions developed from prior deductions and inductions to create new hypotheses about how key governing relationships might exert their in- fluence on some new initiative, such as releasing a new product or predicting changes in consumer buying habits. This logical process of recursively moving through continuous cycles of prediction and action is also the substrata of many process improvement systems. Most importantly, lessons learnt from revising rules-for-action, set the stage for creating improved knowledge for innovation. Knowledge gained from experience becomes the basis for enriching models of practice. Senge (1990: 176) argues, "The problems with mental models arise when the models are tacit ­ when they exist below the level of awareness." Models based on false premises cannot produce highly effective outcomes reliably and in a sustainable