Michael Lissack
Blockbuster’s response to Netflix was shaped by a mental model that appealed to precedents: “We’ve always made money on late fees” and “Customers have always come to stores.” These precedent-based models prevented the company from adapting to new competitive realities.
3. Identity-based resistance
Obstructionist models often frame changes as threats to identity, us- ing phrases like “that’s not who we are,” “we’re not that kind of company,” or “that doesn’t reflect our values.” When IBM faced the rise of personal computing, many within the company resisted with identity-based objections: “We’re a serious busi- ness machine company, not a toy maker.” This mental model delayed IBM’s full engagement with the PC market until competitors had estab- lished strong positions.
4. False dichotomies
Obstructionist models frequently present false either/or choices, us- ing phrases like “either we do X or Y” when both might be possible, or neither might be necessary. Traditional automakers initially approached electric vehicles with a mental model that created a false dichotomy: “Either we build traditional vehicles OR electric vehicles.” This either/or thinking prevented them from developing hybrid strategies that could have eased the transition while building new capabilities. The key insight is that mental models aren’t static—they can evolve from obstructionist to creative or degrade from creative to obstructionist depending on context and leadership. By developing the ability to detect these patterns, leaders can intervene appropriately, nurturing creative models and challenging obstructionist ones.
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