I would take put a somewhat different spin on the question of mental
models by organizational type.
The concept of emergent properties/behaviors is important when addressing
this issue.
James Rieley's comment that the mental models of his organization are an
"accompilation of the mental models of the people of the organization"
seems to recognize the emergence of this higher level property/behavior.
I also see corporate culture and corporate performance as
properties/behaviours that are emergent.
It is no coincidence that organizations doing business in similar areas
often have similar characteristics. For example, Saudi Aramco and Shell
Oil in the U.S. have many similarities (including the mental models they
use) in spite of vastly different external cultural characteristics. This
would lead me to conclude that there is more to the formation of these
emergent characteristics than simply the individuals involved in each
organization.
On the other hand, small organizations in dissimilar industries can also
have strikingly similar characteristics. Again, this points to a
combination of factors.
I think it's important to view organizations as "emergent
properties/behaviors" that result from the complex interactions of "lower
level" entities or sub-systems. In the work we do, we use an
organizational systems model that includes people, processes, technologies
and leadership as subsystems.
I think it's also critical to include the external environment as an
"entity" that significantly impacts the properties/behaviors that emerge.
And finally, we must remember that the higher level emergent
property/behavior can be part of a positive feedback loop with the lower
level entities.
Rather than get too far into explaining what emergent properties are, I'd
to a diagram and brief description of emergent property/behavior on my Web
page if anyone wants to get some additional detail. You can check it out
at:
http://www.neosoft.com/~appfutr
-- Regards, Peter von Stackelberg Applied Futures, Inc. PeterVS1@aol.com