Sense making is one of the most important processes in modern organizations which supports and directs organizational performance. At any level, the less a firm’s managers know about the causal structure of a problem, the more difficult it is to solve it. Managers need tools to transform ill-defined problems into better defined problems. Sense making is often seen as “a part of experimental learning in which organizations and individuals make sense of their experience and mobility behavior” (Choo 1998, p. 77). Initially, managers communicate strategy-design problems. In addition, managers can tackle any properly diagnosed problem, no matter how difficult it may be. Sensing means understanding and prediction of environmental and business changes. Sense making is seen as “belonging to a larger process of organizational adaptation that also indicates scanning the environment” (Choo 1998, p. 77). This requires environmental scanning and analysis which, coupled together, can bring a firm’s learning up to speed with its pursuit of world-class performance and managerial decision quality. Sense making is extremely important for organizations, because to improve their decision quality, they should become more aware of their assumptions, including assumptions about the way strategic variables are affected by and cause changes in other variables over time. The resulting confrontation between devil’s advocates and proponents of a particular system structure that causes a dynamic behavior pattern becomes a learning experience. Institutional learning opportunities abound when rational confrontation becomes lively in a team because of an analytical approach. Sense making is a process “grounded in identity constructions”, it is retrospective, it is enactive of sensible environments, social and ongoing; it is focused on bad by extracted cues, driven by plausibility rather than accuracy (Choo 1998, p. 78). To encourage and to make learning an integral part of management technology, mangers must lift their sights from the short term. To design strategy, they must learn to search for and to identify patterns of change over time. To practice strategy design and to act proactively, we should replace our transaction-driven calculus with scenario analysis. Learning is not a luxury; it is how firms create their own future. Creating the organizational capability of and ambiance for learning will lead to a truly sustainable advantage (Robbins, 2002). Organizations can use different processes of sense making in order to reach their strategic aims and goals. Primarily, sense making is seen as “enactment, selection and retention” (Choo 1998, p. 83). The mind-set of planning and the emerging understanding in the management speed up institutional learning. The transition required can change the rules that managers live by. To learn from experience, managers must first learn how to filter the product of observation and to extract coherent information from it. Sense making can be seen as belief and action driven processes. “Belief driven processes as those in which groups of people negotiate meaning around an initial set of sufficiently clear and plausible cures” (Choo 1998, p. 89). Belief driven processes involve