An important strategic-thinking concept is the need for a strategist to understand the importance of acquiring new mental models.
Each of us when faced with situations that require a decision immediately attempts to conceptualize the question presented by relying heavily upon earlier experiences. This baggage “prevents” us in most cases from applying new innovative solutions.
Neuroscience suggests when we are presented issues requiring decisions that within the first few seconds we apply a preexisting mental model as the context to define and understand the issue (s) presented.
These mental models are inherent as a result of conditioning for life experience. Their are-formed from work, our home environments and the “folks ” we interface with daily.
Education also shapes our mental models. Clearly lawyers, marketers, accountants view the emerging issues within the context of their mental models shaped by educational acculturation and their life experiences.
Some the models are explicit while others are cognitive. We have to recognize that how we look at issues in turbulent times will with increasing frequency need realignment. A realignment to new strategic mental model provides a closer fit with reality
This story of the two entrepreneurs having a coffee and one says to the other I just lost $20,000. The other entrepreneur was quick to reply likewise I too just lost $20,000 but I am going to get back next year.
The first saw the loss as a negative. The second an entrepreneur planned to ignore the loss and would view the event as an investment in lessons learned and that he/she would recover the $20,000 next year.
Take nothing as “a given” but “question all (respectfully)” becomes the battle cry. Read Strategic Concept #1 – Challenge All Respectfully (link to blog)
My mother at 89 illustrated the flawed decision making that could flow from Mom’s unwillingness to abandon her existing metal models.
Mom born in England and moved to Canada before she was 10 but was more English than the English! As senior lady she dressed to “the nines” whenever she left her home, indeed she was always “made up” for our visits to her.
On one occasion she reported to me that she would not be using as her lawyer Mr. X in future. A somewhat troubling remark. I inquired as to why.
It seems that on the weekend she had occasion to go to the mall and witnessed her lawyer dressed in sweats, sneakers and unshaven. He had the misfortune of saying good morning to her as he went about his shopping.
Mom’s reason for not using the young man’s services in the future was because— “he did not look like a lawyer “. Nothing more sinister than that!
Her mental model required a lawyer at all times be dressed in a three-piece suit. The unshaven young man in sweats and sneakers did not fit her mental model.
So the question becomes how you can rid yourself of “old baggage” in order to analyze and evaluate the decisions you make every day relating to your firm?
You might consider your value chain (link). Are there some primary and or secondary functions that should analyzed in the light of today’s ecosystem?
Test – challenge everything!
One area I have found fertile for small business to examine is accounting administration. Technology in our ecosystem now provides new opportunities for small firms to become almost virtual. You may find it cheaper to outsource parts of the value chain. I have found in most cases, savings can be had
TPS moment. (Think— Pair –Share)
Reflect for a moment on your business. Are there areas that you should consider adapting new mental models? Are your current strategies based on old mental models?
