What Is A ‘Mental Model’?

One of my favourite definitions of mental models comes from Peter Senge, a systems scientist at the MIT Sloan School of Management who defined them as “deeply ingrained assumptions, generalisations, or even pictures and images that influence how we understand the world and how we take action.” For example, if you are of a certain generation, you maybe have inherited from your parents or from your culture the mindset that healthy food is expensive along with a strong work ethic. (Healthy food is not expensive of course it’s just that some previous generations and cultures were pushed manufactured food). This negative mental model results in poor health and work performance and can only be rectified by a systemic thinking approach that identities the cause. There is no much point in saying ‘Just eat better and rest more’ because the person will halt the action through their preconception. Because mental models are born of our own experiences, environments and snapshots from a very young age, they are unique to us. Or at least unique to us in their combination – the ‘framework of mental models’ – as some practitioners call it.

The Mind’s Algorithms

Another way to think of mental models is to compare them to the mind’s algorithms programmed by underlying assumptions, values and beliefs we pick up in education, experience and social interactions – all strong determinators of how we view the world. Mental models are important because they influence how we read and act upon information, which is of course pivotal not just in our personal lives, but professional teams and organisations as well. In leadership positions, they can steer organisational change. Mostly they enable good decisions, but sometimes mental models act as an adversary to positive change. Since our brain naturally hardwires what we repeatedly do, the stories we tell ourselves become default pathways. This is the circuitry the brain naturally activates over and over again until we intentionally ‘break the circuit’ and challenge with curiosity the way we see things. As we do so, we discover new possibilities and we form new pathways in the brain. Often the perceptions/actions that mental models trigger are so naturally ‘right’ to us that they come and go unperceived. Therefore adopting a learning mindset by being open, asking ourselves questions and reflecting on different perspectives becomes essential to progress and evolution.  

Transcending a limiting Mental Model with one question brought win-win-win (self-team-organisation)

A global mining company based in South America introduced an innovative leadership programme. At the time, the company was facing a leadership challenge since one management level had been removed due to a re-organisation, meaning that some managers had to step up to higher leadership responsibilities and operate globally. We designed a tailored development programme to provide support through the process, focussing on challenging leaders out of their comfort zones, taking ownership and encouraging leadership impact. In this case study, we describe the transformation of one of the coachees; a Director of Asset Optimisation. The programme consisted of eight coaching sessions, both face-to-face and virtual in addition to a personality tool and guided 360 interviews with debriefing sessions to gather diverse perspectives. The measurable goals set included actions to improve relationships and influence, encourage motivation and innovation, and segue toward their next level in the organisation. They were a bit sceptical at the beginning and despite encouragement from colleagues,  did not see themself as ‘fitting in’ with this new organisational phase. Despite these doubts, they were promoted to Vice President of Operations after a few months of coaching – a success that was gained, in part, by Influencing top-level leaders of a new strategic plan for operations. The client had already been bouncing around this idea for some time but hadn’t communicated it, along with other opportunities they saw for turning the business around after two years of negative results. Exactly what the company needed. When we inquired as to why they had held back their ideas, they revealed a mental model that had gone unchecked; “I think I am too old for this company.”

Mental Models = Projected Worlds

Mental models and assessments are the diamonds in the rough a coach is always looking for, since they reveal the world of interpretations the coachee is currently projecting. Sometimes they are conducive to success and sometimes they hold us back, especially if they remain unchecked and are not useful anymore in achieving the results and the fulfilling life we want. We invited the coachee to revisit this assessment and asked; “Who told you that at 56, you are too old for this company?” They fell silent, then laughed for several minutes, as they realised nobody had. This perception had formed from their father who at 56 had themself retired. This relatively minor fact had moulded a belief about their own career and age-suitability. After this realisation, we continued to work with this client for a few more years,  guiding them through our CICRE methodology so they could continue to promote positive change in others and support young talent inside the organisation. This activity gave them a renewed sense of meaning in their work. We have since followed their path of promotion and transformation and how they had stopped avoiding issues and instead found new and effective ways to approach them. Importantly they shifted from a ‘powerless position’ (“I am too old, the company doesn’t want people like me”) to being assertive, self-valued, and unafraid to ask for what they want. In doing so they also became an inspiration for young professionals. We’re pleased that we were able to identify the client’s mental model holding them back at a critical time. Often, when we see things from a new perspective, the problem dissolves. As the philosopher and author of The School of Life Alain de Botton said: “The chief enemy of good decisions is a lack of sufficient perspectives on a problem”

What about you? Do you suspect you may have mental models that are stunting areas of your life and work?

We can train our brains to think differently, and by doing so, we update our worldview via being aware of our thought processes and asking ourselves probing questions.

In the age of polarisation, especially in the political and cultural spheres, we need to advocate with examples, facts and information. We can choose to uphold an enquiring mind and meaningful dialogue with deep listening when confronted with differing points of view. In short, enquiry, dialogue, listening and reflection will help us understand our mental models and if they are benefitting us and those around us. Challenging our beliefs is not easy sometimes, but it is a powerful tool in order to lead, flourish and make meaningful change. Like the client’s story above, we may be happily surprised to learn how much our progress is compromised by an internal limiting factor: our mental models.