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Mental Models: The Key to Making Reality-Based Decisions
The document discusses mental models, defining them as perceptions that influence workplace decisions and behaviors. It outlines how to identify, assess, and adjust inaccurate mental models, as well as strategies for avoiding common mistakes and revealing hidden assumptions. Additionally, it includes activities and case studies to illustrate the concepts and encourage adaptive thinking in decision-making processes.
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Mental Models: The Key to Making Reality-Based Decisions
- 2. Mental Models: TheKey to Making Reality-Based Decisions Presented by Diana Durek, M.S.
- 3. Objectives • Define mentalmodels and describe how they influence the workplace. • Identify your own mental models. • Recognize the assumptions in your mental models. • Reveal hidden assumptions. • Avoid typical mental mistakes. • Implement strategies to adjust inaccurate mental models. © 2011 HRDQ
- 4. Activity • What doyou expect this webinar to be like? © 2011 HRDQ
- 5. Definition of aMental Model © 2011 HRDQ Your perception of reality about how something works in the real world.
- 6. Benefits and Drawbacks ©2011 HRDQ Serve as information filter Make you more efficient at processing information Predict behaviors, decisions and actions Eliminate internal confusion Simplify complicated strategies Not always based on facts Blind you to ideas that challenge deeply held beliefs Divert your attention from important cues Not always accurate when you generalize May limit you to familiar ways of thinking
- 7. What Do YouPredict Will Happen? • Established mental model: Hand will burn • Hand will not burn (induction cooktop) © 2011 HRDQ
- 8. Activity: Driving aCar • Pros of a mental model • Cons of a mental model © 2011 HRDQ
- 9. Origins of MentalModels © 2011 HRDQ
- 11. Comparing Mental Models ©2011 HRDQ Reading requires a physical book Reading can take place in audio, digital, and hard copy formats Fine dining happens sitting down Gourmet food can be created in a truck High quality requires a local agent High quality is achievable online
- 12. Companies That AdjustedTheir Mental Models © 2011 HRDQ Fine dining happens sitting down High quality requires a local agent
- 13. Activity: Adjusting MentalModels © 2011 HRDQ Public library
- 14. Separate Facts fromOpinions © 2011 HRDQ
- 15. Clarify Assumptions © 2011HRDQ • What are my assumptions? • What are your assumptions? • What do we really know and what are we assuming?
- 16. Reveal Hidden Assumptions ©2011 HRDQ • What do you believe that others do not? • What things in your daily life do you take as a matter of fact? • How do you explain the actions and decisions of others? • How do you predict what others are going to do?
- 17. Case Study: Polaroid Customers willalways want hard copies of their images Mistaken assumptions Photographic chemistry is our core essence Digital photography isn’t viable because it doesn’t involve film © 2011 HRDQ
- 18. Assumption Traps © 2011HRDQ • Noticing what supports your mental model and ignoring what doesn’t • Remaining attached to what made you successful • Not trying what you believe is bad or impossible • Focusing on current situation, not anticipating
- 19. Assessing Accuracy • Whatdata do you have or can you collect that will support (or refute) your mental model? • What assumptions, interpretations, or evaluations are included in your mental model that may or may not be accurate or valid? • What predictions or expectations have you made based on mental model? How can you determine their accuracy? • What missing information do you need to assess the accuracy of your mental model? In other words, what are you guessing at? © 2011 HRDQ
- 20. Be Willing toChange © 2011 HRDQ • What would happen if you didn’t change your mental model? • How important is changing your mental model to the success of the organization?
- 21. Open Your Mind ©2011 HRDQ • Tune in • Look for opportunities • Challenge yourself
- 22. Creative Swiping © 2011HRDQ • Do different things in the same way • Do the same thing in different ways • Do different things in different ways
- 23. Reverse Your Assumption •State your assumption. • Reverse the assumption and write the opposite. • Consider the actions/behaviors/consequences of the opposite assumption. • What information does that provide about the accuracy of your assumption? © 2011 HRDQ
- 24. X = l+ Xl Practice Thinking in New Ways © 2011 HRDQ
- 25. What word goeswith “garage”? a. Sun b. Bake c. Star Practice Thinking in New Ways © 2011 HRDQ
- 26. Creating New MentalModels © 2011 HRDQ
- 27. Creating New MentalModels • What industry can you study for ideas? • What can you adapt from that industry? • What level of service can you add or subtract from your current mental model? • What can you add or eliminate from your existing mental model? • What other uses can you find for your existing products and services? • How can you combine them to come up with something new or different from your competition? • Describe your new, more accurate mental model. © 2011 HRDQ
- 28. Thank You • DianaDurek, M.S. • Leadership and Executive Development Consultant • [email protected]
- 29. Thank You forParticipating Increasing Your Emotional Intelligence Includes: •Instructor Guide •Participant Guide •PowerPoint presentation •Learning Summary •Course Overview •Course Evaluation Enter webinarIYEI at checkout. Offer expires 4/22. Shop the store: www.HRDQstore.com