Michael Lissack
contrast, when Google developed Gmail and Maps, they worked with users' existing mental models, enhancing rather than replacing them.
2. Acknowledge That Mental Models Drive Action
People act based on their interpretations, not yours. If someone's actions seem illogical, it's likely because you don't understand their un- derlying mental model. Before judging actions, ask: "What understanding of the situation would make this behavior make sense?" This question often reveals sur- prising insights about how others see the world. When Alan Mulally became CEO of Ford during its financial crisis, he was surprised to see executives consistently reporting that everything was on track despite obvious problems. Instead of assuming incompetence or dishonesty, he recognized their behavior made sense within a mental model where admitting problems was career suicide. By explicitly chang- ing this model—celebrating the surfacing of issues rather than punishing it—he transformed the company's ability to address challenges.
3. Embrace Model Evolution
Mental models must evolve as circumstances change. What worked in one context may fail in another. Regularly review and update your models based on new information and changing conditions. Amazon's evolution from "Earth's biggest bookstore" to "Earth's most customer-centric company" to a leader in cloud computing represents a deliberate evolution of mental models in response to changing opportu- nities. Each shift preserved core elements while adapting to new realities.
4. Value Learning Through Mistakes
Mistakes often reveal the limitations of current mental models. Rather than hiding failures, use them as opportunities to refine and improve your understanding.
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