systems are expected to prevent the "core capabilities" of yesterday from becoming "core rigidities" of tomorrow (Leonard-Barton, 1995).    Proposed Model of Knowledge Management Drawing upon the above discussion, the proposed model of knowledge management takes a strategic view of organizational information processes and knowledge creation activities. It attempts to synthesize the information-processing capabilities afforded by new information technologies with the innovative and creative capabilities of human and social elements of the organization. By doing so, it develops the bases for achieving simultaneous ‘freezing’ and ‘unfreezing’ of meaning to ensure that effectiveness of decision-making (doing the right things) is not sacrificed at the altar of increased efficiencies (doing things right). The proposed model of knowledge management is defined in the following terms (Malhotra 1998): “Knowledge management caters to the critical issues of organizational adaption, survival, and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and information-processing capacity of information technologies, and the creative and innovative capacity of human beings.”   The proposed model addresses the knowledge creation and dissemination processes that are "both participative and anticipative" (Bennis & Nanus 1985, p. 209).  Instead of a formal step-by-step rational guide, this model favors a "set of guiding principles" for helping people understand "not how it should be done" but "how to understand what might fit the situation they are in" (Kanter 1984, p. 305- 306).  This model assumes the existence of  "only a few rules, some specific information and a lot of freedom" (Wheatley, cited in Stuart, 1995).    An illustration of such model is suggested by the practices of the retailer Nordstrom that has earned a reputation for unequalled quality of customer service.  Surprisingly, this organization uses a one-sentence policy manual (Taylor 1994): "Use your good judgment in all situations. There will be no additional rules." The primary responsibility of most supervisors is to continuously coach the employees