Michael Lissack
2. More robust decision-making : Multiple mental models reveal different aspects of complex situations, leading to more compre- hensive analysis. 3. Greater adaptability : Recognizing that all mental models are provisional allows for faster adaptation as conditions change. 4. Enhanced innovation : New possibilities emerge at the inter- section of different mental models, driving creative solutions to challenging problems. 5. Deeper engagement : When people feel their perspectives are respected, they bring their full cognitive resources to the organi- zation’s challenges. In the traditional approach to management, the emphasis was often on standardizing mental models—getting everyone to see things the same way. This approach worked reasonably well in stable, hierarchical environ- ments where problems were complicated but not complex. In today’s rapidly changing, networked business landscape, this approach fails. The challenges are too complex, the pace of change too rapid, and the necessity for innovation too great to rely on standardized perspectives. The next common sense recognizes that organizational effectiveness doesn’t come from mental model uniformity but from mental model inter- play—the productive interaction of diverse perspectives guided by shared purpose and values. By respecting mental models—yours and others’—you build the foun- dation for coherent action in a world that increasingly defies simplistic un- derstanding. This respect isn’t just a matter of being nice or inclusive—it’s a strategic imperative for organizations that aim to thrive amid complexity. As you move forward in your leadership journey, remember that the goal isn’t to eliminate the differences in how people see the world but to create spaces where these differences become a source of strength rather than conflict. In doing so, you’ll build organizations capable of navigating the complexity of today’s business environment with creativity, adaptabil- ity, and coherence.
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