Mental Models for Managers: Frameworks for Practical Thinking

Citation

Mann, S. (1999), "Mental Models for Managers: Frameworks for Practical Thinking", Leadership & Organization Development Journal, Vol. 20 No. 3, pp. 173-175. https://doi.org/10.1108/lodj.1999.20.3.173.1

“Everything we do is based on the mental models we use to understand the world around us”. Such a simple premise on which this book is based belies the wide range of sometimes complex models that are explored. Models in the everyday world give structure and meaning to life, but in the world of psychology, they have been used for many years to aid our understanding of human processes such as learning, motivation, thinking and creativity. Now at last, there is an innovative and unique book which collates a vast array of these models as they apply to the business world.

The book is divided into logical sections such as self‐awareness, leadership and change management, which makes it easy to use the text as a reference book to be dipped in and out of when needed. Within each section, around eight models are presented, each with a brief explanation of the theory, followed by an easily understood practical application. For instance, the section on change has models such as Force field analysis, Process model of persuasion, Sliding scale of objectives and Eight steps to organizational change, all of which provide more than enough different approaches that managers might want to use to tackle change in their organizations. The models are presented pictorially with clear explanation; this is not the sort of text that requires deep concentration for long periods of time and managers with little time normally to read such books might well be persuaded to dip into this by its easy‐read style.

The simplistic style does have the drawback of being somewhat too simplistic for more advanced users of mental models (since the models are presented very superficially in some cases and several, such as those from Transactional analysis, will be familiar), although even they may well learn one or two new tricks. References for further reading are provided and critical analysis of models included where appropriate.

The book is best suited to innovative and creative managers who are keen not only to manage better, but also to imbue their staff with understanding of the processes. It is likely that readers will be unable to resist trying out some of the techniques described on themselves, so that as they use the three dimensions of personal development model, or the life positions approach, they may well find the path to self‐development and awareness occurring almost incidentally to the overall process. Students of organizational behaviour would also find the book of interest, since many theoretical models such as learning styles or SWOT analysis may well have been covered to some extent in their course.