Week 6 Discussion Response- Improving Business Performance

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Week 6 Discussion- Improving Business Performance

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Week 6 Discussion- Improving Business Performance

Strong mental models shape how people see the world and solve problems. Peter Senge (2006) states that these “deeply engrained assumptions, generalizations, or even pictures or images” shape our worldview and actions (p. 8). This mental lens typically goes unseen and uncorrected, but it affects communication, collaboration, conflict resolution, and creativity.

I have two mental models about time management and dispute resolution that differ substantially from a family member. I view punctuality as a sign of respect and professionalism while managing my time. I require methodical scheduling and deadlines. My younger brother has a more adaptive perception of time. They do not think that deadlines interfere with creativity and quality and therefore do not see them as rigid. This frustration with procrastination and the pressure on my sister by my high standards have created strain during the time when we have had to work towards deadlines. I initiate a discussion on the concept of soft and hard deadlines to have some time to be creative and complete the task before the deadline. This trade-off took into account our mental models and enhanced cooperation.

A second mental model that is revealed in my work experiences with a colleague who shirks conflict because he considers it a negative activity. I enjoy honest, straightforward conversation when disagreements arise. I view conflict as clarity and efficiency. In a team effort, miscommunication of roles led to multiple effort. I attempted to solve the issue on the spot, but the colleague told me to “let it go.” Wastage and disillusionment continued. Our mental models did not match since I began employing facilitated dialogue and anonymous feedback systems in meetings as opposed to addressing problems. These enabled my colleague to feel more secure amongst crucial concerns. In principle, this would help decrease friction and improve transparency over time.

Understanding mental models helps solve problems and make decisions by revealing opposing perspectives and behaviors. Recognizing diverse approaches as outcomes of alternative mental frameworks fosters empathy and collaborative invention instead of opposition or ineptitude. Systems thinking improves mental models, allowing people to challenge outmoded beliefs and embrace more inclusive, adaptive tactics, according to Midgley & Garrity (2018). Stepping outside one's model provides insight and the ability to evaluate systemic consequences and solutions. This talent is very useful in groups where different models clash. Being conscious of how internal pictures impact perceptions can change a stagnant team atmosphere to one of dialogue, learning, and transformation.

References

Garrity, E. J. (2018). Using systems thinking to understand and enlarge mental models: Helping the transition to a sustainable world. Systems, 6(2), 15–31. https://doi.org/10.3390/systems6020015