Chapter 3 Re sYpoeucrtsMa nend tOa lt hMeordse’ l s : W hen you meet someone new in a business setting, you immediately begin forming a mental picture of who they are and how they operate in the world. This internal map develops as they speak, as you observe their body language, and as you learn about their background. These impressions combine with your pre-existing ideas about their role, company, or industry. Within minutes, you’ve constructed a working model of this person that helps you navigate your interaction. This person is simultaneously doing the same with you. What often goes unrecognized is that these mental maps—these sim- plified representations we form—are not reality itself. They are internal constructs, mental models that help us make sense of a staggeringly com- plex world. In business environments marked by rapid change, digital transformation, and global interconnectedness, recognizing and respect- ing these mental models—both yours and others’—has become a funda- mental requirement for effective leadership and organizational success. This chapter explores how mental models function in today’s business environment, why they matter more than ever, and how leaders can har- ness their power while avoiding their pitfalls. We’ll examine how mental models shape decision-making, influence team dynamics, enable or block
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