Michael Lissack
up, and invited them to visit our plant the next Monday. She had planned the whole visit and told me that my part was to meet with them for about an hour to give them an overview of our environmental work."
The psychological safety in this organization allowed the operator to take initiative based on her mental model without fear of overstepping her authority. The visit was successful and led to positive community relations precisely because leadership had created a context where diverse mental models could drive appropriate action.
2. Establishing Shared Reference Points
While mental models differ, establishing some shared reference points provides a foundation for productive dialogue. These might be agreed-upon data sources, common goals, shared experiences, or explic- itly stated values. When Jack Welch wanted to transform GE's culture, he established "boundarylessness" as a shared reference point. This concept became a touchstone that everyone could refer to, even as individuals interpreted and applied it differently based on their own mental models.
3. Making Assumptions Explicit
Much of the power of mental models comes from their implicit na- ture—they operate below conscious awareness. By deliberately surfac- ing assumptions, leaders create opportunities to examine and refine these models. At IDEO, the design firm, teams begin projects by explicitly list- ing their assumptions about users, problems, and solutions. This pro- cess, called "assumptions mapping," brings mental models into the open where they can be discussed, challenged, and refined before they drive action.
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