OBJECTIVE OF THE SESSION UNDERSTANDING HOW MENTAL MODELS ARE RESPONSIBLE FOR OUR CURRENT SITUATION. DEVELOPING THE SKILLS HOW TO SURFACE AND GENERATE NEW MENTAL MODEL FOR CREATING WHAT WE TRULY DESIRE.
DEFINITION OF MENTAL MODEL MENTAL MODEL CAN BE DEFINED AS: ASSUMPTIONS OR GENERALISATION BY WHICH WE MAKE SENSE OF THE WORLD AROUND US THEY ARE CONSTRUCTED FROM OUR EXPERIENCES PROVIDE THE FILTERS THROUGH WHICH WE CHOOSE TO SEE THE WORLD INTERPRET NEW EXPERIENCES AND GIVE MEANINGS TO THE EVENTS AND ULTIMATELY TAKE DECISION MENTAL MODELS FORM OUR BELIEF SYSTEMS AND ARE DEEPLY INGRAINED AND PERSONAL.THIS IS WHY TWO PEOPLE WITH DIFFERENT MENTAL MODELS CAN OBSERVE SAME EVENT DIFFERENTLY.
BEHAVIOR- An event just happened for which we react immediately. (focus on what not how) Attitude- this behavior leads to the formation of attitude, which leads the person to make judgment based on the reaction to his behavior MENTAL MODELS ARE DEEP ROOTED AND MANIFESTED IN OUR BEHAVIOR PATTERN- builds up through repetition of the set of behavior Structure – helps to look at the root cause of the behavior UNDERLYING IS THE MENTAL MODEL UPON WHICH WE BUILD STRUCTURE, BELIEFS AND PATTERN OF BEHAVIOR.THUS UNDERSTANDING THE MENTAL MODEL NEED LOOKING AT BEHAVIOR AS PART OF A LARGER SYSTEM
All that is knowable Observable data/experiences I select Data (from what I observe) I add Meaning (cultural & personal) I make Assumptions (based on meaning) I draw Conclusions (based on assumptions) I adopt Beliefs (about the world) I take Actions (based on my beliefs ) ADVOCACY INQUIRY Our beliefs affect what data we select the next time
Climbing the Ladder “I’d better consider bringing someone else in on this project.” “Paul arrives after the meeting started.” “Paul is late for my meeting.” “He’s not very interested in helping me with this project.” “He’s not going to be there when crunch time hits.”
INQUIRY -- makes your thinking process visible --Ask questions from genuine “not knowing” -- Moves you down the ladder of inference ADVOCACY --Moves you up the ladder of inference High Low High TELLING GENERATING OBSERVING ASKING Bystanding Sensing Withdrawing Dialogue Skillful Discussion Interrogating Clarifying Interviewing Dictating Asserting Explaining Testing
PARADIGM A SET OF RULES THAT GOVERNS THINKING AND BELIEFS THEY ESTABLISH BOUNDARIES AND INDICATE HOW PEOPLE SHOULD BEHAVE INSIDE THESE BOUNDARIES TO BE SUCCESSFUL CONTAINS NUMBER OF MENTAL MODEL IN A STRUCTURED FORM WHICH PROVIDES CONSISTENT VIEW OF THE WORLD. MORE RIGID AND INFEXLIBLE AND HARDER TO CHANGE TRANSPARENT AND CLEAR. MENTAL MODEL THEY INFLUENCE ON HOW WE ACT AND HAVE PROFOUND INFULENCE ON HOW WE BEHAVE. THEY ARE “SOFTER”AND ARE MORE FLEXIBLE.THEY HAVE AN EMERGENT PROPERTIES. MENTAL MODELS HAVE TO BE SURFACED AND MADE EXPLICIT TO FACILITATE COLLABORATIVE DECISION MAKING MENTAL MODEL NEEDS TO BE SURFACED, ARTICULATED AND SHARED SO AS TO HAVE A PARADIGM SHIFT REQUIRED FOR THE TRANSFORMATIONAL CHANGE THE RADICAL CHANGE CAN ONLY OCCUR WHEN THE EXISTING MENTAL MODEL IS REPLACED BY THE NEW MENTAL MODEL WHICH SUPPORT THE DIRECTION THE ORGANISATION.
ORGANIZATIONAL TRANSFORMATION NEEDS A SHIFT TO THE NEW PARADIGM TO SOLVE THE PROBLEMS THAT ARE PRESENTED BY THE EXISTING PARADIGM PARADIGM SHIFT IS ACCELERATED THROUGH THE COLLABORATIVE CREATION OF NEW MENTAL MODEL SUPPORTING THE NEW REALITY. THE NEW MENTAL MODEL WILL HAVE THE SAME CHARECTERISTIC AS THE NEW PARADIGM IF THE BRILLIANT STRATEGIES CONFLICT WITH THE PREVAILING MENTAL MODEL OF THE DECISION MAKERS WHICH CAUSE THE ORGANIZATION TO OPERATE,ACT AND REACT IN CERTAIN WAYS WILL FAIL
PARADIGM SHIFT Fail to explain current reality honestly Closed dogma (managing, organizing, controlling,stability) many conflicting mental model Many dissidents. Efficient decision making Explain current reality better Open ended (vision, shared mental model, system thinking) Attracts leading thinkers Constellation of the good of multiple Old Paradigm New Paradigm
DEVELOPING A SHARED MENTAL MODEL WILL HELP IN TRANSFORMING THE ORGANIZATION AS ALL CONCERN HAVE THE SAME WORLD VIEW OF THREATS AND OPPERTUNITIES FACING THE ORGANIZATION AND WHAT NEEDS TO BE DONE TO SURVIVE. COMMON UNDERSTANDING OF THE PROBLEM LEADS TO VERY CLEAR AND FOCUSSED SOLUTION AND LESS TIME SPENT ON ESTABLISHING COMMON GROUND, RESULTS IN FASTER DECISION MAKING. ONCE SHARED MENTAL MODEL ARE COMMUNICATED AND EXPLAINED CONSENT IS EASILY MOBLIZED RESULTING IN PRODUCTIVE CULTURE. EVERYONE HAS A SHARED UNDERSTANDING OF THE PERFORMANCE MILESTONES HELPS IN PROPER MEASUREMENT PROCESS THE RANGE OF PERSPECTIVES BEING CONSIDERED MENTAL MODELS ARE CONTINUOUSLY IMPROVED TO RESPOND TO THE CHANGING ENVOIRNMENT
OBJECTIVE OF CREATING SHARED MENTAL MODEL IS TO OPTIMALLY BLEND THE THINKING AND INTERPRETIVE ABILITY OF THE INDIVIDUALS WITH TEAMWORK/ INTEGRATION ABILITY. Group think Impoverishment Team traction Contention High Low Teamwork/integration ability Thinking/interpretive ability CREATION OF SHARED MENTAL MODEL ENABLES THE TEAM TO OPTIMIZE BOTH DIMENSION NOT ONLY GAIN SIGNIFICANT TRACTION BUT ALSO INCREASE THE CAPACITY OF BOTH INDIVIDUAL AND TEAM
ABILITY TO DEVELOP SET OF SHARED MENTAL MODELS CREATE A REAL COMPETITVE EDGE TO OUT THINK,OUT MANAGE AND OUT LEARN RIVAL COMPANIES. INDIVIDUAL MENTAL MODELS ARE FORMED BASED ON HOW INTERNAL AND EXTERNAL ENVOIRNMENT IS PERCIEVED. CULTIVATING A LEARNING PROCESS BY WHICH INDIVIDUAL MENTAL MODELS ARE TO BE ARTICULATED AND ASSUMPTIONS EXPOSED.A STLYE TO BE DEVELOPED FOR SURFACING AND INTEGRATING THESE TO FORM A SHARED MENTAL MODEL WHICH WILL PROVIDE A STRATEGIC LEVERAGE. SHARED MENTAL MODELS ARE SUBJECT TO IMPROVEMENT AND MODIFICATION BASED ON FEEDBACK FROM ENVOIRNMENT THERE IS A NEED FOR A FRAMEWORK AND MANDATE FOR THE TEAMS TO WORK ON COLLABORATIVELY EXAMINING THESE MENTAL MODEL.
THE NEED OF THE HOUR IS TO MAKE FASTER DECISION ON A REAL TIME BASIS TO STAY IN THE GAME FOR WHICH MANAGERIAL TEAM WORK AND COLLABORATIVE DECISION MAKING IS CRUCIAL. LEADRESHIP NEEDS TO DEVELOP A SET OF SHARED MENTAL MODEL WHICH REFLECTS THE INTERNAL AND EXTERNAL BUSINESS REALITY. THIS IS BECOMING INCREASINGLY IMPORTANT FOR CREATING A SHARED PURPOSE AMONGST WORKFORCE AS THEY ARE WELL INFORMED DESIRE TO HAVE A SAY IN THE ORGANIZATION. SUCESSFUL TRANSFORMATION IS 70 TO 90 PERCENT LEADERSHIP AND ONLY 10 TO 30 PERCENT MANGEMENT.
WHAT SKILLS ARE REQUIRED TO BECOME AWARE OF THE TACIT ASSUMPTIONS WHICH GOVERN OUR CONVERSATION AND CONTRIBUTE TO THE RESULTS. SKILLS TO OPEN UP AND WIDEN TEAM’S PERSPECTIVES ON AN ISSUE FOR EFFECTIVE ACTION. DEVELOPING SKILLS OF BALANCING ENQUIRY WITH ADVOCACY.
HOW DO WE MEET THE OBJECTIVE DEVELOP CASE STUDY ON MENTAL MODEL AND HOW THIS IS INFLUENCING THE DECISION DEVELOP EXERCISE ON DEVELOPING MULTIPLE PERSPECTIVE AND LEFT HAND COLUMN AND DRAW CONCLUSION HOW THIS WILL HELP THE TEAMS TO ACHIEVE THEIR VISION.
Ladder of Inference: A tool for examining your “mental models”
Benefits of the Ladder Helps you check your assumptions Helps you become more aware of your own thinking and reasoning Prompts you to make your reasoning clear to others Helps you inquire into the thinking and reasoning of others
When to Use the Ladder When we notice ourselves jumping to conclusions When you hear someone advocating a position without making their reasoning clear When you fear that “group-think” may be occurring in the team’s conversation
5 w arning S igns of A SSUMPTIONS In Reality… The truth is... Everybody knows... As a matter of fact... Research states that...