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MENTAL MODELS Fieldbook 4 By Kevin McLogan www.kevinmclogan.com

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Watch this: <ul><li>Kids react </li></ul><ul><li>Charlie Video </li></ul><ul><li>OBL Video </li></ul>

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What are Mental Models? <ul><li>“ Mental models are deeply held internal images of how the world </li></ul><ul><li>works, images that limit us to familiar ways of thinking and acting. Very </li></ul><ul><li>often, we are not consciously aware of our mental models or the effects </li></ul><ul><li>they have on our behavior” 1 </li></ul><ul><li>A mental model is a model that is constructed and simulated within a conscious mind. To be “conscious” is to be aware of the world around you and yourself in relation to the world. Let’s take a moment to think about how this process works operationally. 2 </li></ul>1-Senge 2- Making Connections isee systems blog

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Understanding the Bias of Mental Models “ At the turn of the 15th century, prevailing wisdom said the earth was flat and, if you sailed too far to the west, you’d fall off the face of the earth. For the average person of the era, there was nothing wrong with this assumption. Most people never journeyed more than 20 miles from their homes, so whether the earth was flat or round didn’t matter.” Donna Fitzgerald, How to understand the bias of mental models Except…this is a function of a 19 th and 20 th century Mental Model! “ In truth, few people on both sides of the Atlantic believed in 1492 that the world was flat.” James Loewen, Lies My Teacher Told Me p.46

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How do we imagine the world around us?

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The Ladder of Inference The Fifth Discipline Fieldbook p. 243

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<ul><li>We live in a world of untested beliefs, which remain largely untested. We adopt those beliefs because they are based on conclusions, which are inferred from what we observe, plus our past experience. </li></ul><ul><li>Our ability to achieve the results we truly desire is eroded by our feelings that: </li></ul><ul><li>Our beliefs are the Truth </li></ul><ul><li>The Truth is obvious </li></ul><ul><li>Our beliefs are based on real data </li></ul><ul><li>The data we select are the real data </li></ul>The Ladder of Inference The Fifth Discipline Fieldbook p. 242

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Mental Models Exercise 1 <ul><li>This is you coming up on jammed up traffic. </li></ul><ul><li>What do you do? </li></ul><ul><li>Go to the left lane and jockey for a better spot </li></ul><ul><li>Stay where you are and wait. </li></ul><ul><li>Block anyone from using the left lane. </li></ul><ul><li>Other </li></ul>MENTAL MODELS Southfield Freeway mile marker 5 NB 5:15 pm 5/3/2011 Left lane closed in .75 miles

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What is the most effective strategy? <ul><li>ST. PAUL, Minn. — Fifteen percent of drivers admitted to straddling lanes in order to block late merges in construction zones, according to a recent study conducted by the Minnesota Department of Transportation. 1 </li></ul><ul><li>Studies indicate &quot;late merging&quot; in traffic is safer and faster 2 </li></ul><ul><li>Study shows that merging late speeds traffic 3 </li></ul><ul><li>“ As I found out earlier this year , the seemingly innocuous question of late merging vs. early merging is the third rail of American commuting. I admitted to being a late merger, using as much of a merge lane before moving over into the bottleneck. In response, one angry early merger called to say, &quot;I hope you die.&quot; “ 4 </li></ul>1 October 29, 2003 MN DOT http://www.dot.state.mn.us 2 On May 24, 2010, in Activity , by mandyvision 3 By Detroit News – Fri Nov 12, 12:50 pm ET 4 Joseph Rose, The Oregonian August 12, 2009, 8:30 AM

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The Left-Hand Column <ul><li>What I’m thinking </li></ul><ul><li>I think that you are presenting this from the perspective of how it benefits you alone. </li></ul><ul><li>I will work to sabotage your efforts </li></ul>What is said You are a real team player! I’m sure the entire team will work towards the goals you are presenting!

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Mental Models Exercise 2 <ul><li>Devise an argument that has two valid, but opposing viewpoints </li></ul><ul><li>List the impressions after the statements </li></ul>What I’m thinking What is said

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Risks and Opportunities with the Left Hand Column <ul><li>The coach may share the assumptions and blind spots that limit the case presenter’s effectiveness </li></ul><ul><li>The coach may join in the commiserating (this distracts attention from the case presenter’s tacit assumptions) </li></ul><ul><li>The coach may not know how to raise the subject of the case presenter's shortcomings in a way that promotes inquiry </li></ul>The Fifth Discipline Fieldbook p. 250

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adapted from Robert Hargrove’s Masterful Coaching (1995), Jossey-Bass Low Advocacy/Low Inquiry < Silent withdrawal < Not revealing your views nor questioning other’s views High Advocacy/Low Inquiry < Advocating your view but not inquiring into other’s views “What we’ve got to do is enforce these rules!” Low Advocacy/High Inquiry < Asking questions but not revealing your views “What costs do you have in mind?” High Advocacy/High Inquiry < Communicate: conclusions, data you select, steps in your reasoning < Inquire to discover steps and gaps in one another’s reasoning Balancing Advocacy with Inquiry

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Advocacy/Inquiry Matrix http://www.thepracticeofleadership.net/wp-content/uploads/2008/05/windowslivewritergoodleadersbalanceadvocacyandinquiry-1386badvocacyandinquiry1.png

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Balancing Advocacy and Inquiry <ul><li>Advocacy: is about how ideas are presented and explained. It’s primarily, one-way communication. When communication is one-way it becomes difficult for the listener to understand the reasoning which supports the ideas being presented. This makes it unlikely, that people will commit themselves to any meaningful course of action. Before people will commit to a course of action they need to understand the reasoning behind the ideas. Advocacy is about making your point, taking a stand in an attempt to influence others, supporting your viewpoint with a relational argument, whilst remaining open to alternative views. </li></ul><ul><li>Inquiry: is about how questions are raised and answered. Inquiry allows people to inquire into one another’s reasoning and understand the conclusion they have reached. Inquiry help us to understand what others are thinking and the reasoning behind their viewpoints. </li></ul>Good leaders balance advocacy and inquiry to resolve conflict, by GEORGE AMBLER , thepracticeofleadership.com

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Protocols for Improved advocacy <ul><li>Make your thinking process visible-walk up the Ladder of Inference slowly </li></ul><ul><li>Publicly test your conclusions and assumptions </li></ul><ul><li>Ask others to make their thinking process visible </li></ul>

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Mental Models Exercise 3 <ul><li>Working through the Advocacy/Inquiry matrices just presented, what makes the best and worst bosses? </li></ul><ul><li>What are the qualities that make them great or horrible? </li></ul>

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Good Boss/ Evil Boss? <ul><li>The Captain </li></ul><ul><li>The Know-it-all </li></ul><ul><li>The Best Friend </li></ul><ul><li>The Teacher </li></ul><ul><li>The Ghost </li></ul><ul><li>The Bully </li></ul><ul><li>The Cheerleader </li></ul><ul><li>The Communicator </li></ul><ul><li>The Enabler </li></ul><ul><li>The Hovercraft </li></ul>Types of Bosses Are they good or not?

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Writing to your Loyalties <ul><ul><li>Write three drafts of the same report to three audiences and compare them </li></ul></ul><ul><li>List your loyalties </li></ul><ul><ul><li>List all of the stakeholders that you feel loyal towards </li></ul></ul><ul><ul><li>Whose reactions, if they read the report , would be important to you? </li></ul></ul><ul><li>Pick two-plus the truth </li></ul><ul><li>Report for the Truth </li></ul><ul><ul><li>Include the following: </li></ul></ul><ul><ul><ul><li>A curtain-raiser </li></ul></ul></ul><ul><ul><ul><li>A nut - graf (thematic core) </li></ul></ul></ul><ul><ul><ul><li>An ending </li></ul></ul></ul><ul><li>Write the reports for your loyalties </li></ul><ul><li>Loyalty Analysis </li></ul><ul><li>The Final Report </li></ul><ul><li>Test your Assumptions </li></ul>

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What can we expect when dealing with Mental Models? <ul><li>The highest leverage for change </li></ul><ul><li>Prepare to deal with strong emotions </li></ul><ul><li>How do we use this leverage for change? </li></ul><ul><li>Use frustration as a new source of inquiry </li></ul><ul><li>People who accept different points of view intellectually may have trouble with emotions that are raised by analyzing Mental models </li></ul><ul><li>Use frustration as a source of inquiry </li></ul><ul><li>Beware of excitement and unbridled action </li></ul><ul><li>You can create new Mental Models </li></ul>MENTAL MODELS

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Thank you!