SYSTEMS PRACTICE

THE NATURE OF REALITY

Our groups understanding was that reality is subjective and identical data can provide
multiple meaning to individuals and groups. The importance for management practice is that
information used by managers is understood in the context of their own mental models and
instructions given are then conceptualised by employees in terms of their own models.
Different domains define different mental models. Although these models may be
subjective, the perception exists that they constitute reality.

MENTAL MODELS
Mental models are a set of underlying understandings and beliefs, which help us to
operationalize concepts. They contain knowledge of the systems that need to be controlled
but they themselves are not knowledge. Multiple mental models are used to filter data and to
describe, explain and predict system failures. The mental models are useful to access swift
understanding but their reductionary nature may distort meaning (for example stereotypes).
Personal background and experience may skew the understanding.

CREATING A LEARNING ORGANISATION

To facilitate learning the assumptions and mental models may have to be critiqued and made
explicit. This can be done through either the process of reflection or inquiry. Critical
reflection is the process whereby an individual challenges his own beliefs, assumptions and
theories. Inquiry is the process whereby a group debates the issues challenging one another's
mental models. It provides the possibility for double loop learning. Advocacy is about
defending ones own position. Transformative learning can be used to deal with mental
models. Learning can be enhanced by not only challenging the underlying mental models but
by openness to new ideas, creative tension and unmet expectations.
SYSTEMS TECHNIQUES
The importance for managers is that the form, structures and parameters of mental models
must be challenged and understood to lever change and solves problems. Tools such as the
ladder of inference can be used to decode the mental model and to test the understanding data
and assumptions. Challenging the mental model may be necessary to gain support from those
resisting change. Changing the mental model will in essence change perceived reality.
THE ROLE OF COMMUNICATION AND FEEDBACK
Communication is critical to learning. Questioning can reveal ones own and other's mental
models and assist in understanding the inherent errors. One should enquire meaning from the
next person to understand. Communication should be based on respect. New ideas and
understanding can come from anybody.

PARADIGMS AND CHANGE

We agreed that paradigms are a set of consistent mental models that define current
understanding. They can limit the solution by entrenching a particular mindset. Managers
need to be aware of shifts in paradigms and react by addressing existing mental models to
allow for new understanding. Failure to address the assumptions and data of the outdated
mental models supporting previous paradigms can make change impossible. It is thus
importance for managers to support paradigm shifters as this can help manage in a complex
and turbulent environment.

Our conclusion is that mental models are important to both managers entrusted to make
decisions and for those responsible for ensuring performance. Failure to address the mental
models may result in individuals taking arbitrary action without much thought. Although it is
often difficult to verbalise or make explicit the prevalent models, the advantage in doing so
can result in a scenario of a shared memory for the future, greater understanding of why
people act the way they do and context. It is risky and takes courage and persistence to
address existing mental models and to shift paradigm. But to those managers, who succeed,
the possibility exists to successfully address existing issues and solve previously unresolved
problems.