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- 1. Mental Models & Matrioshkas Thierry Montulé – LKFR 2017
- 2. Learning Organization • The 5th Discipline. Peter Senge 1990 – "A learning organization discovers how to tap people's commitment and capacity to learn at all levels…where – people continually expand their capacity to create the results they truly desire, – new and expansive patterns of thinking are nurtured, – collective aspiration is set free – people are continually learning how to learn together.” • A language about change
- 3. Learning Organization • The 5th Discipline. Peter Senge 1990 – "A learning organization discovers how to tap people's commitment and capacity to learn at all levels…where – people continually expand their capacity to create the results they truly desire, – new and expansive patterns of thinking are nurtured, – collective aspiration is set free – people are continually learning how to learn together.” • A language about change
- 4. Learning Organization • The 5th Discipline. Peter Senge 1990 – "A learning organization discovers how to tap people's commitment and capacity to learn at all levels…where – people continually expand their capacity to create the results they truly desire, – new and expansive patterns of thinking are nurtured, – collective aspiration is set free – people are continually learning how to learn together.” • A language about change
- 5. Team Learning • All about alignment - Functioning as a whole. • Structured conversations - Dialogue & skillfull discussion • A very challenging discipline
- 6. Systems Thinking • Keep the "big picture" in mind • Recognize the dynamic, interdependent nature of system • Everything is connected. Everything influences everything, including itself
- 8. Mentals Models • About managing our mindsets. The way: – We perceive events – We feel, we think – We make sense of the world – We interact with others – We make decision – We take action • Provide our model of “reality”
- 9. Assumptions – Beliefs • Why do the twins seem to have a such different size?
- 10. Simplifying Generalizations • What do you see?
- 11. Tacit - Little Awareness • What message do you read? VOUS N’ AVEZ PAS PAS LA PRIORITE Stranger in the the night
- 12. Selective • Do you see the old man? • Do you see the young man? • Do you see both?
- 13. Partially Right - Confortable • Can you see a cube? • Can you see a cube under another perspective? • Imagine that the black circles are holes in the page. Can you see a hanging cube behind the page? • Can you see a hanging cube under another perspective?
- 14. Strongly Conservative • Our Ecosystem for better or for worst • Permanent (self-)validation
- 15. Systems Thinking: Levels Events What just happened? Patterns/Trends What trends over time? Structures What has caused the patterns? What are the relationships between the parts? Mental Models What assumptions, beliefs and values do people have about the system? What beliefs keep the system in place? React Anticipate Design Transform
- 16. Core Issue • 1st Law – Today’s problems come from yesterday’s solutions • “…the most crucial mental models are those shared by key decision-makers. Those models, if unexamined, limit an organization's range of actions to what is familiar and comfortable.”
- 17. Killer Phrases • It'll never work! • I don’t have time • It's not in the budget • We tried that before • We've always done it this way. • We are already doing that • That sound like something my kids would say. • The last person who said that isn't here anymore • It's great idea, but not for us. • Put it in writing • If it ain't broke don't fix it! • Its not my job, my role… • Follow the best practice • Be practical, realistic, etc. • That’s not our problem. • Who else has tried it? • Run an ROI and get back to us. • It’s against company policy • Too risky for my deadlines • That’s theory. What do you propose concretly? • We have a job, we. • That’s not the core issue to address. It’s not worth. • Look, it does not work in THAT case. So… • The business will smatch us. • We already know that
- 18. Changing Mental Models • Organizations are the product of our thinking and interacting. • The highest leverage for change • The most difficult place from which to start • 5th discipline’s tools – Ladder of Inference – « Left-hand » Column – Balance Inquiry and Advocacy – Testing Assumptions – … • Not fast enough
- 19. How? • Bring mental models to surface • Use the langage – Use a model
- 20. PCM™ - Personality Structure • Model Mental Map • A personality type is a consistent cluster of mental models
- 21. Key Point • Satisfying psychological needs positively
- 22. Thinker Mental Models Organised Responsible Logical Factual Thought Language Exchange Data Information Recognization for thoughts and accomplishments Time Structure Reverse Delegate Overdetail Overcontrol Attack others Argue Am I competent?
- 23. Persister Mental Models Dedicated Conscientious Observant Opinion Exchange Beliefs Values Recognization for convictions / beliefs accomplishments Focus on what is wrong rather than what is right Push beliefs Be overly suspicious Am I reliable, trustworthy?
- 25. Management Innovation • Setup a shared repository for behaviors • Structure conversation about behaviors – Meeting, etc. • Provide time and infrastructure for training and practice • Foster personal mastery around games, supervision… • Build communities of practice • Use machine learning and AI tools • Experiment and test continuously
- 26. Thanks and… Joue Ta Vie™