This article proposes a comparative model of organization as an interpretive system, describing four modes of interpretation: representation, revelation, indirect vision, and conditioned vision. Each mode is determined by (1) management's beliefs about the environment and (2) organizational intrusion. These modes are hypotheses associated with differences in environmental scanning, error reduction, strategy, and decision-making. The authors argue that organizations, like players in the "20 Questions" game, must interpret their environment to determine the correct response. The process of interpretation is fundamental to both individuals and organizations, as it involves understanding the environment, learning from it, and deciding on future actions. The article highlights that organizations are complex systems that require interpretation to survive and adapt. It also discusses the importance of interpretation in organizational behavior, emphasizing that organizations are not just mechanical or biological systems but systems of meaning. The authors propose a model of organizational interpretation based on two key dimensions: (1) management's belief in the analyzability of the environment and (2) the extent to which the organization intrudes into the environment. The model identifies four modes of interpretation: (1) creation-oriented, (2) discovery-oriented, (3) non-directed vision, and (4) conditioned vision. Each mode reflects different approaches to interpreting the environment, with implications for organizational scanning, interpretation processes, strategy, and decision-making. The article also discusses the implications of this model for organizational research and management practice, emphasizing the importance of interpretation in understanding and adapting to the environment.This article proposes a comparative model of organization as an interpretive system, describing four modes of interpretation: representation, revelation, indirect vision, and conditioned vision. Each mode is determined by (1) management's beliefs about the environment and (2) organizational intrusion. These modes are hypotheses associated with differences in environmental scanning, error reduction, strategy, and decision-making. The authors argue that organizations, like players in the "20 Questions" game, must interpret their environment to determine the correct response. The process of interpretation is fundamental to both individuals and organizations, as it involves understanding the environment, learning from it, and deciding on future actions. The article highlights that organizations are complex systems that require interpretation to survive and adapt. It also discusses the importance of interpretation in organizational behavior, emphasizing that organizations are not just mechanical or biological systems but systems of meaning. The authors propose a model of organizational interpretation based on two key dimensions: (1) management's belief in the analyzability of the environment and (2) the extent to which the organization intrudes into the environment. The model identifies four modes of interpretation: (1) creation-oriented, (2) discovery-oriented, (3) non-directed vision, and (4) conditioned vision. Each mode reflects different approaches to interpreting the environment, with implications for organizational scanning, interpretation processes, strategy, and decision-making. The article also discusses the implications of this model for organizational research and management practice, emphasizing the importance of interpretation in understanding and adapting to the environment.