The Next Next Common Sense
IDEO's famous mantra "fail early to succeed sooner" reflects this approach. By creating low-cost prototypes and embracing early failures, they rapidly improve their mental models of what users need and how products should function.
5. Create Experiences That Challenge Mental Models
People rarely change their mental models through argument alone. Direct experience is far more powerful. When Tom Tiller became manager of General Electric's troubled range-building plant, he didn't just tell his team they needed new thinking. He organized a bus trip to a major industry show:
"The bus ride came from a sense of 'Somebody's got to do something here, and we can either wait for them to take care of it, or we can do it ourselves.' We had to figure out how we were going to turn this business around. So we got on a bus and we rode down to the Kitchen and Bath Show in Atlanta."
This shared experience transformed how the team saw their market and products, leading to three new product lines that turned the plant from a $10 million loss to a $35 million profit.
6. Build Bridges Between Different Models
Rather than forcing convergence to a single model, create connections between different perspectives. Look for complementary insights rather than demanding uniformity. When Microsoft acquired LinkedIn, instead of forcing LinkedIn to adopt Microsoft's mental models, CEO Satya Nadella deliberately pre- served LinkedIn's distinct identity and perspective while creating spe- cific integration points. This approach maintained the value of LinkedIn's unique mental models while leveraging synergies with Microsoft.
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