Changing Mental Model and Mindsets - Coursework Example

Mental Model/ Mindsets A mental model according to Bell, Arthur, Day and Edwards (2006) can be described as a pattern that the mind forms of people in order to better understand information. A mental model in reality is the basis in which people can encounter the new information. It mainly helps determine what is expected from the information and how to analyze it. In the transport AAA case, it is obvious that there are underlined mental mode conflicts in existence. AAA recently acquired Bud and Vermon, both former employees of transport. Their mental models are mainly based on long-term and familiarity understanding with the position of the organizations goals and company's market. The new owners of transport AAA conversely believe that they have identified how to increase profits and efficiency to expand and venture new markets (Edwards, Day, Arthur& Bell, 2006). The mental mode chosen as part of the management team is one of an ambitious and aspiring entrepreneur who thrives on the business expansion and investment. The management does not share the same mentality as the newly acquired employees and as such, they are not interested in the status quo. They, however, understand that the workers support in any enterprise is essential. Thus, the mentality of the two most influential members of the company Bud and Vermon should be changed to this end (Von Stamm, 2008). The four steps to changing mental models/mind sets In 2008, Kivligham and thousands published a study that demonstrated clearly that groups that have common mental models demonstrated higher levels of success. It is essential for this reason that AAA Transport owners make all the necessary efforts to ensure that the main organization stakeholders agree with the organizations new objectives. It is clear that the employment of those who do not comply with the new company directions should not be terminated since it will cause a disturbance among the higher workers. In addition, the termination of loyal workers like Bud and Vermon would reduce the meaning of worker occupational safety and send a very negative signal to other workers in the organization. Thus, the modification of the mental models shows that Bud and Vernon are related to the business goals and organization (Miles &Kivlighan, 2008). The four main steps involved with the mental models change include recognizing the existing models limits, testing the model changes within the environment that they are implemented, finding ways of overcoming the issues that the new model presents and implementation of the new model. Each of these steps can be evaluated within the different context in perception between owners and workers of AAA Transport. Vernon and Bud first, must be able to recognize the existing models limits. They can achieve this by being made aware of the inability for growth found in the current business practices. In addition, they should be informed of the opportunity cost potential found within the extra space associated with the dispatch trucks. From this, Vernon and Bud must be put to test the new face of the challenge and mental models facing the company. Other expenses and rising costs of fuel are examples of these problems. The business must grow as the expenses grow to maintain the current levels of work and success at the work places. AAA Transport must then overcome the challenges that come with this new mental model. This may include a serious absence of information. In many of these processes, this may include a serious absence of information. It is, thus, essential that Vernon and Bud be completely educated by the organization on why it is necessary to expand the organization. The importance of this will be that they will be informed on the new targets and motives of the company to ensure that they are not misinformed. The new owner having acquired the business faces an enormous confidence problem and doing this will be part of the code confidence. On the sale of the company, the workpeople may have negative feelings because they were unaware. Therefore, the workpeople should be educated in regards to the new owner’s best interest for the workers and company, and on the acquisition. It is possible with these steps to obtain the new mental models application. In this aspect, Vernon and Bud are of great importance to help spread the information about the company’s new direction and the manner in which all the involved ones will benefit from this leadership. Five forces that influence mental model/mindsets of the coworkers For AAA Transport to successfully achieve a mental model change in Vernon and Bud, the five forces that influence mental models should be used. These include personal experiences, education, incentives and rewards, other people influence and trainings. Training and education are obvious in the sense that a great deal of support for the training and educational focus can be achieved by the organization. Misunderstanding or misinformation is often the most common cause for a mental model to be useless or invalid. When investment is placed on the employees training and education, the workers at AAA transport will be equipped with tools that will help them acquire different, expectations and understanding and thus, their mental models will automatically align to the company’s new direction. The incentives and rewards can also be controlled directly by the company in the sense that if the possibility of other rewards or higher levels of compensation are linked to the business objectives, then it will be much easier for the workers to overcome any of the fears they have. If the benefits clearly outweigh the potential costs in the end, most individuals will have to consent to the new changes. For example, in personal experience other factors influence the last two forces. The new owners of the AAA Transport have less control over these forces. This, however, is a great example that stresses on the importance of Bud and Vermon since they both have great influence over the other employees. In addition, they were both former employees in the company. For these two employees, the focus for their support lies on their popularity and credibility, which can be capitalized on by the company. When the business lives up to its promise that is when the final force will occur. This will happen in the sense that when the new address benefits occur, and the workers start to see the positive results, they will start to support the initiatives that channel these changes being experienced. Most commonly used mental models/mindsets and their influence In the workplace, the most common mental model seems to be based on values, assumptions and beliefs. The main way that people view the world is through the filter of the values that have to be important. People are no doubt influenced by beliefs about certain things and this directly affects how they relate to the environment around their work place. In addition, the beliefs and values mentioned above, also directly affect the many assumptions we often make daily. Putting this example into context, in the line of work, integrity and honesty is much appreciated in the sense that we believe that creating products or information that are copied or illegal is considered a serious ethical violation. We assume, therefore, that in the workplace people must work hard to come up with original pieces of information and products. In most of the situations, however, this is often not the case. An individual’s mental model sometimes requires that they be given a chance to air their opinion and be heard as was in the case of Bud and Vermon. With this understanding, it is then the responsibility of the organization to understand the mental model situations and change or update them in order to influence a positive change. References Edwards, B. D., Day, E. A., Arthur, W., & Bell, S. T. (2006). Relationships among team ability composition, team mental models, and team performance. Journal of Applied Psychology, 91(3), 727 – 736. Miles, J. R., & Kivlighan, D. M. (2008). Team cognition in-group interventions: The relation Between co-leaders’ shared mental models and group climate. Group Dynamics: Theory, Research, and Practice, 21(3), 191 – 209. Rowe, A. (2004). Creative intelligence, discovering the innovative potential in ourselves and others. Upper Saddle River, NJ: Pearson Education. Von Stamm, B. (2008). Managing innovation, design and creativity. West Sussex, England: John Wiley and Sons. Read More