Description of the Mental Model
Mental model is the reality that individuals often employ in trying to comprehend certain phenomena in the organization. In other words, it entails the in-built assumptions or general knowledge that determines the way individuals perceive the world.
In this case, an individual acts based on the knowledge he or she has. Knowledge about how things are carried out in the world is usually developed with time and is passed from one generation to the other through culture.
The process of socialization, such as education, sharing experiences, and interaction plays an important role in acquisition of internal images. Individuals are not always aware of the effects of mental models on their performance in organizations since they are hidden.
Knowledge about how something is done is created, fixed, and reinforced in an individual’s mind hence it is difficult to change within a short period (Senge, 2006).
In this regard, mental model plays an important role of arbitrating reality for people’s mind and helping in classifying, as well as sorting out the continuous stream of information that people take daily.
Origin
The works of Kenneth Craik on Nature of Explanation is accredited to the origin of mental model.
The subsequent publication of Mental Models: Towards Cognitive Science of Language, Inference, and Consciousness by Philip Jonson-Laird played a role in strengthening the meaning of term.
The concept is often employed in understanding concepts related to human-computer interactions.
Knowledge depends entirely on mental models. In this case, mental models can perhaps be generated from opinions, thoughts or the understanding of a discourse. He mental models are often likened to the architect’s reasoning or the physicist’s conceptions. This implies that they do not represent logical reasoning.
Existence of the Model
Mental models have existed for several years, but their understanding comes with time.
An individual would tend to offer his skills and knowledge based on the orientation to the world. In decision-making process, the educational level, as well as experiences, influences the outcome of the decision.
I came to notice that the level of understanding and experiences of an individual influences his or her performance in the organization through observation.
Whenever a new employee is recruited in the organization, he or she tends to do things differently, based on his or her worldview.
Reasons for the Formation
Mental models were formed after the realization that they represent a possibility. Each case is often considered special and a mental model captures what is unique concerning the occurrence of the event.
Since each even is iconic, researchers were forced to engage in extensive studies to establish the influence of the mental model. There is an aspect of truth in every representation of the mental model since they represent only possible situations.
Mental models were developed specifically to understand the ways in which human beings interact with the computer. The application of the computer in conducting all major activities enables efficiency, effectiveness, and satisfaction. Human behavior is very complex, which means that models have to be applied in understanding the actions of every organizational manager.
The development of mental models plays a role in ensuring that the actions of every leader are captured clearly. To understand the behavior of a manager, an individual is expected to analyze a number of variable, both independent and moderator variables
Models are therefore important in trying to understand the complexity of human actions in regarding the performance of members in the organization.
Theories of motivation and performance do not explain the perceptions and feelings of individuals since these ways of thinking are usually internal to each individual.
Managers are left guising on the best model to apply. Since some might end up with wrong predictions, mental models are believed to be the solution to some of these problems.
Confusion of theories and the best models to be applied in organizational management led to the generation of mental models.
Foundations of the Generalizations
My mental model is based on the process of change, as it determines the success of any organization in the modern society. Many scholars have various opinions as regards to the process of change.
The foundations of the organization are based o several concepts. It is believed that change is not a stand-alone process as far as designing of a business plan is concerned. This means that other factors must be considered when trying to implement the change process strategies.
Moreover, it is held within the organization that change is actually a process that employs a number of tools and techniques in realizing its objectives. In managing the human resources, tools and techniques are critical since the major aims cannot be achieved without them. It is clearly stated that change cannot be viewed as a process improvement method whereby new ways of doing things are applied concurrently with the old systems. In this regard, change is viewed as a method through which resistance to the management can be reduced. The major aim is to introduce technology, which is aimed at strengthening the performance of the organization. To implement change effectively, the organization suggests that certain specialized programs must be introduced.
These programs include six sigma implementation, business process reengineering, quality administration, organizational expansion, streamlining, and constant process development. The major aim of any change process should be to strengthen the market position of the organization.
For an organization to achieve its objectives through change, a number of ideas tools and techniques must be availed. In this regard, the organization has to assess its readiness for change adequately to prevent any confusion that usually arises as the process progresses. The strength of the team charged with implementing change ought to be measured, as well as the resources available.
Change should always be gradual to enable people to adjust accordingly. Another important aspect of change is communication since proper communication reduces the chances of resistance. Based on this, coaching should always be incorporated into the change program whereby training of senior staff ought to be given priority (Elkeles, & Phillips, 2007).
For smooth implementation of change, the organization has to collect adequate data, analyze feedback, and take all corrective measures. This implies that all employees should be involved in the process since they form an integral part in managing change.
Truths about Management of Change
Kotter’s eight steps to successful change can be used to show that change is the most complex process, even though it permits an organization to realize its goals.
Through research, scholars establish that change entails understanding, communication, and planning whereby any manager must involve all stakeholders in designing change programs. It is established that change is a system that encompasses the environment, procedure, people’s background, organizational interaction, and actions.
Kotter suggested that the first step is to increase urgency whereby people should be inspired to adopt the new ways of doing things. Again, the right people should be involved in change management since it is a complex process (Groesser, & Schaffernicht, 2012). It is mandatory for the organization to set a vision, which will play a role in change implementation. Many people should be involved in the change process. In this regard, technology should be applied effectively in seeking people’s support. Kotter advised that the organizational leaders should empower action meaning that all obstacles ought to be removed through construction of feedback. The leader is encouraged to set an achievable aim instead of formulating an idea that would not be achieved in the short-term. Finally, the leader has to promote and support determination and perseverance as change is an ongoing process.
Effects of Mental Models
The perception that an individual holds influences his or her decision meaning that any mental model encourages status quo, which is dangerous to change management.
If an individual is fearful, he or she is likely to make pessimistic judgments about what the future holds while an angry person is likely to make pessimistic judgments about the future.
This means that mental models influence the views and the opinions of people in a number of ways. Mental modes determine the leadership, as well as the managerial style of any leader in the organization (Jones, 2011).
Managing Mental Models
Whenever a leader or a manager realizes that his or her personal feelings are almost interfering with performance, the best thing to do is to stop working and initiate the process of evaluation.
Moreover, the leader is advised to keep off from anxiety and concentrate on achieving personal and organizational goals (Groesser, & Schaffernicht, 2012).
The early signs of anger should be identified at the earliest instance to facilitate better coping.
References
Elkeles, T. & Phillips, J. (2007). The chief learning officer: Driving value within a changing organization through learning and development. Burlington, MA: Butterworth-Heinemann.
Groesser, S.N., & Schaffernicht, M. (2012). Mental Models of Dynamic Systems: Taking Stock and Looking Ahead. System Dynamics Review, 28(1), 46-68.
Jones, N. A. (2011). Mental Models: an interdisciplinary synthesis of theory and methods. Ecology and Society, 16(1), 46-58.
Senge, P. (2006). The fifth discipline: The art and practice of the learning organization. New York, NY: DoubleDay.