Life is complicated. We handle it by developing “mental models” – simplified pictures to represent reality. They include rules of thumb, assumptions, stereotypes and beliefs.
When is it useful?
Usually, these mental models operate subconsciously. In developing strategy, it is especially important to unearth the assumptions that underlie the strategy. The assumptions of the CEO or the Executive team will limit the options considered and constrain their thinking. No new strategy, no new learning can occur until old assumptions are broken and new ones taken on-board.
How do you do the analysis?
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Peter Senge: The Fifth Discipline
How can you adapt this concept?