Tools and Skills for Mental Models
The discipline of mental models involves developing skills in reflection (slowing down thinking to become aware of mental models) and inquiry (handling complex, conflictual interactions). Key practices include distinguishing espoused theories from theories-in-use, recognizing leaps of abstraction, exposing the left-hand column, and balancing inquiry and advocacy.
THE IDEA
Though Shell, BP, Hanover, and Harley-Davidson took very different approaches to developing capacity to work with mental models, their work involved developing skills in two broad categories: skills of reflection and skills of inquiry. Skills of reflection concern slowing down our own thinking processes so that we can become more aware of how we form our mental models and the ways they influence our actions. Inquiry skills concern how we operate in face-to-face interactions with others, especially in dealing with complex and conflictual issues. The following practices develop these skills and form the core of the discipline of mental models:
- Facing up to distinctions between espoused theories (what we say) and theories-in-use (the implied theory in what we do)
- Recognizing "leaps of abstraction" (noticing our jumps from observation to generalization)
- Exposing the "left-hand column" (articulating what we normally do not say)
- Balancing inquiry and advocacy (skills for effective collaborative learning)
When to use it
A leader facilitating a strategic planning session uses inquiry to surface hidden assumptions among team members.
A cross-functional team debriefs a project using the left-hand column exercise to discuss unspoken issues and improve collaboration.
An individual practices self-reflection to identify gaps between espoused values and actual behavior, leading to more consistent decision-making.
A manager and direct report use balancing inquiry and advocacy to resolve a conflict about work priorities, leading to a shared plan.
FROM THEORY TO EVERYDAY LIFE
In practice
Recognizing a Leap of Abstraction in Performance Review
A manager notices they automatically assume a team member is lazy after a missed deadline. Using the 'leaps of abstraction' skill, they slow down to trace their thinking: they observed the missed deadline, then jumped to the generalization of laziness. By reflecting, they consider alternative explanations (e.g., workload, unclear instructions) and engage in inquiry with the team member to test their assumption.
Balancing Inquiry and Advocacy in a Strategy Meeting
During a tense strategy meeting, two executives disagree on a market entry approach. One suggests pairing advocacy with inquiry: each states their viewpoint, then asks probing questions to understand the other's underlying mental model. This leads to a shared understanding and a more robust strategy.
A MOMENT TO REFLECT
Put it to work.
Think of a recent decision you made. What assumptions were you making? Can you identify a leap of abstraction?
In a recent disagreement, what were you not saying (left-hand column) that might have helped the conversation?
How can you balance inquiry and advocacy in your next team meeting?
CONTINUE THE CONVERSATION
Source texts
- The Fifth Discipline The Art Practice of the Learning Organization (Peter M. Senge)