A Study of Mental Models
Peter Senge (2006) describes a mental model as a “deeply engrained assumption, generalizations, or even pictures or images that influence how we understand the world and how we take action” (p. 8). People with a different mental model can see the same issue or event and describe it completely differently, as seen in the Sufi Parable of The Blind Men and the Elephant. In this tale, there are six blind men examining an elephant for the very first time. Each develops a very different mental model of what an elephant is. The following is a summary of the story:
Six blind men encountered an elephant for the first time. Each inspected the elephant by touching it. They then described it based on what they felt. The first person touched the elephant’s trunk and said, “This animal is like a snake.” The next, whose hand touched the elephant’s ear, claimed it is like a rug. The third person, whose hand touched its leg, said, “The elephant is a like a tree.” The fourth, who placed his hand upon its side, said “This is a wall.” The fifth, who felt its tail, described the elephant as a rope. The last felt its tusk, stating the elephant is hard, smooth, and shaped like a spear.
To prepare for this Discussion:
· Review the resources in the Mental Models area of this week’s Learning Resources.
· Consider some of the mental models that you have and some that you have seen in others in your professional or personal life.
Post an analysis of the impact of individual perceptions on problem solving and decision making. In your analysis, do the following:
· Describe at least two mental models that you personally have that differ from those of a colleague, family member, or friend.
· Examine how these mental models have affected your interactions with your colleague, family member, or friend and what actions you took or could have taken to address these differences.
· Explain how understanding mental models can help you become a better problem solver and decision maker.
Improving Business Performance
Week 6 Learning Resources
Mental Models
Using these resources, you will investigate the subject of mental models. Have you ever asked, “Why do we do it this way?” only to be told, “Because we have always done it this way”? That response is an example of a mental model in business. Mental models are deeply engrained images or ideas of how organizations function, and they can limit or exclude new ways of thinking or acting.
· Garrity, E. J. (2018). Using systems thinking to understand and enlarge mental models: Helping the transition to a sustainable world . Systems, 6(2), 15–31. https://doi.org/10.3390/systems6020015
· Senge, P. M. (2006). Mental models. In The fifth discipline: The art and practice of the learning organization (pp. 129–162). Doubleday.
· Yang, M. M., Yang, F., Cui, T., & Cheng, Y.-C. (2019). Analysing the dynamics of mental models using causal loop diagrams . Australian Journal of Management, 44(3), 495–512. https://doi.org/10.1177/0312896218823831
Building a Shared Vision
Through these resources, you will explore the topic of shared vision. The practice of shared vision moves a simple idea to a focused plan. The support of others can transform an abstraction into a common aspiration. Having a shared vision is instrumental for an organization, as it provides focus and energy toward a common goal or objective.
· Battilana, J., & Casciaro, T. (2013, July–August). The network secrets of great change agents . Harvard Business Review, 91(7–8), 62–68.
· Fang, Y., Francis, B., & Hasan, I. (2018, April 10). Research: CEOs with diverse networks create higher firm value . Harvard Business Review Digital Articles, 2–5.
· Senge, P. M. (2006). Shared visions. In The fifth discipline: The art and practice of the learning organization (pp. 191–215). Doubleday.
· Yang, T.-K., & Yan, M.-R. (2020). The corporate shared value for sustainable development: An ecosystem perspective . Sustainability, 12(6), 2348–2364. https://doi.org/10.3390/su12062348
Team Learning
Using these resources, you will explore the idea of team learning. While individuals may work hard toward a common goal, if the team effort is nonexistent, then it is likely you will have a disorganized and unfocused group that will expend a significant amount of wasted energy. In contrast, team learning produces extraordinary results through shared and coordinated efforts. It can be said that the discipline of team learning begins with dialogue—from the ancient Greek word dialogos—the free flow of information through group conversation.
· Bui, H., & Baruch, Y. (2010). Creating learning organizations: A systems perspective . The Learning Organization, 17(3), 208–227. https://doi.org/10.1108/09696471011034919
· Daniels, S. E., & Walker, G. B. (2012). Lessons from the trenches: Twenty years of using systems thinking in natural resource conflict situations . Systems Research and Behavioral Science, 29(2), 104–115. https://doi.org/10.1002/sres.2100
· Kautt, G. G. (2010, May). Learning centers . Financial Planning, 40(5), 31–32.
· Senge, P. M. (2006). Team learning. In The fifth discipline: The art & practice of the learning organization (pp. 216–252). Doubleday.
Important Documents and Resources for the Week
Moon, Y., & Quelch, J. (2018). Starbucks: Delivering customer service . HBS Case 9-504-016. Harvard Business School Publishing. http://hbr.org Note: This resource will be used for this week’s Assignment.
