We offer a theory of action-oriented problem solving that links interpretation and choice, processes usually separated in the sensemaking literature and decisionmaking literature. Through an iterative, simulation-based process we developed a formal model. Three insights emerged: (1) action-oriented problem solving includes acting, interpreting, and cultivating diagnoses; (2) feedback among these processes opens and closes windows of adaptive problem solving; and (3) reinforcing feedback and confirmation bias, usually considered dysfunctional, are helpful for adaptive problem solving. We gratefully acknowledge the help of Marlys Christianson,
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