Re: How to Bring Out Mental Models?

Jim Campbell (hum_mgr03@hg.uleth.ca)
Tue, 17 Jan 1995 10:55:46 MST

Hi Margaret! I share your thoughts on inquiry into mental models of those you
consult with. I struggle to move each group of supervisors/managers, directors
and organization leaders to look at the validity of some of their assumptions
particularly in the area of "JOB" as a set of tasks that when performed well
form one of the assets of the organization. This then leads to an addressing of
a vested mutual interest in successful work by the org and the task doer. An
expansion is to promote the perception of "JOB" as asset to be developed and
cared for(this last factor is not in pampering but valuing the work). Now the
difference for this point of view is the "JOB" as a none personal possession,
as in "your JOB".

The above example is a wrestling with a perceptual model that has both personal
and cultural models that constrain it. To move form this example to
interacting through mental models is to view some of the preferences that each
person brings to a dialogue:

1. What do they look for to come into a discussion?

2. Does the decision or strucure need to be first thing or last?

3. Is the structure or logic process the base or is the idea?

4. Is the individual looking for constructive relationship indicators or are
they looking for a logical explanation?

5. Is the thinking done through the process of dicussion or gathering the
information and reflecting?

6. Does the logic pattern need to be affirmed first or in process?

7. Do the individuals need to see it to believe it or do they need to believe
it to see it?

These are some of the issues I have seen people bring to discussions. In
addition they also bring the community or "Teacher/Parent" model along with
them. We all have preferred models on which to draw for direction,
expression and the gathering of information. From every event meeting
discussion or dialogue I have consistently seen the clash of models. The
collaborative linking of these in groups I have been a part of either as leader
or participant has, like your experience no alwasy been successful. I find
that under stress individuals become more rigid and insistent on sticking with
their individual models. Your use of inquiry appers to lead to a willingness
to share ideas and look at possibilities and permission for differences to be
explored.

What I find to be the biggest challenge is talking to and through antother
persons models/approcahes. For one thing I feel uncomfortable and unpracticed
in the other model and find I need support and encouragement to continue.
Encouragement especially form someone familiar with the territory. If anyone
knows of a technique that would allow for excercising the usage of alternate
models I would very much like to hear. I think that in crossing the mental
model boundaries I and others might gain dramatically in our understanding of
the workings of different approaches.

This is a bit wandering but give me some feedback!

We don't have time to do it right! We have time to do it over!

Jim Campbell Email: Campbell@HG.ULeth.CA
Phone: (403) 329-2753 Fax: (403) 329-2685
Training & Development, Human Resources
University of Lethbridge
4401 University Dr., Lethbridge, Alberta, Canada T1K 3M4

ENTP ----------------- Easy to get to know, Hard to understand!!!