AUTHOR(s): Senge, Peter M.
TITLE(s): Mental models. (putting strategic ideas into
practice)(includes related article)
Summary: Many innovative ideas fail to be translated into meaningful
strategic actions because these ideas are often at odds with the mental
models prevailing in an organization. These mental models that hinder the
acceptance of new insights are deeply ingrained internal images that
managers working in a given organization tend to internalize unconsciously
and often fail to adjust even though they are no longer relevant in a rapidly
changing business environment. Thus, there exists an imperative need to
study the discipline of mental model management, which basically involves the
conscious monitoring, testing and improvement of the internal images that
can greatly influence the manner that an organization's managers perceive
the business environment in which they operate.
Planning Review (a publication of the Planning Forum) p(8) March-April 1992
v20 n2
TITLE(s): Mental models. (putting strategic ideas into
practice)(includes related article)
Summary: Many innovative ideas fail to be translated into meaningful
strategic actions because these ideas are often at odds with the mental
models prevailing in an organization. These mental models that hinder the
acceptance of new insights are deeply ingrained internal images that
managers working in a given organization tend to internalize unconsciously
and often fail to adjust even though they are no longer relevant in a rapidly
changing business environment. Thus, there exists an imperative need to
study the discipline of mental model management, which basically involves the
conscious monitoring, testing and improvement of the internal images that
can greatly influence the manner that an organization's managers perceive
the business environment in which they operate.
Planning Review (a publication of the Planning Forum) p(8) March-April 1992
v20 n2
There are no grey spots at the
corners of the squares!
"The eyes only see what the mind
is prepared to comprehend."
- Henri Bengson
corners of the squares!
"The eyes only see what the mind
is prepared to comprehend."
- Henri Bengson
| Click here for The "Kaniza" Triangle Effect |
[Extracted from: http://magicandconjuring.blogspot.com/index.html]
While the term Mental Model has been in the lexicon for many years, it was not until the mid-1970’s that it entered
the glossary of organizations. This was primarily through the work of Chris Argyris’ focusing on Action Science and
the Learning Organization. It gained more notice in 1990 with the publication of Peter Senge’s The Fifth Discipline.
Mental models are deeply held internal images of how the world works. These are usually tacit and exist below the
level of awareness. They can be simple generalizations or complex theories about our worlds. The bottom line is
that they affect what we see and influence how we operate in the world.
Argyris stated that we trap ourselves in “defensive routines” that safeguard our mental models from examination.
We develop “skilled incompetence” - how we as adult learners become “highly skilled at protecting ourselves for
the pain and threat posed by learning situations.”
What are the mental models you and I hold?
Summary outline of the Chapter:
While the term Mental Model has been in the lexicon for many years, it was not until the mid-1970’s that it entered
the glossary of organizations. This was primarily through the work of Chris Argyris’ focusing on Action Science and
the Learning Organization. It gained more notice in 1990 with the publication of Peter Senge’s The Fifth Discipline.
Mental models are deeply held internal images of how the world works. These are usually tacit and exist below the
level of awareness. They can be simple generalizations or complex theories about our worlds. The bottom line is
that they affect what we see and influence how we operate in the world.
Argyris stated that we trap ourselves in “defensive routines” that safeguard our mental models from examination.
We develop “skilled incompetence” - how we as adult learners become “highly skilled at protecting ourselves for
the pain and threat posed by learning situations.”
What are the mental models you and I hold?
Summary outline of the Chapter:
 | Incubating a new business worldview | |
| The Discipline of Mental Models | |
| Reflection and Inquiry Skills: Managing Mental Models at Personal and Interpersonal Levels | |
| How do you spot leaps of abstraction | |
| Balancing Inquiry and Advocacy | |
| But pure inquiry is also limited | |
| Espoused Theory vs Theory-in-Use | |
| Recognizing Discontinuity | |
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| |
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| Imagine A New Framing: Some Possibilities (Based on Bob Putnam, Phil MacArthur and Diana Smith of Action Design) |
|
| How We Get Triggered: Patterns of Awareness (Action Design) Seeing your Blind Spots |