Leadership and the Culture of Simulation.
The problems compound in a diverse, cross-functional team such as a management team. Each team member carries his or her own, predominantly linear mental models. Each person’s mental model focuses on different parts of the system. Each emphasizes different cause-effect chains. This makes it virtually impossible for a shared picture of the system as
... See morePeter M. Senge • The Fifth Discipline
This question eventually led O’Brien to Chris Argyris, whose writings resonated with Hanover’s managers’ experience. Argyris’s “action science,” offered theory and method for examining “the reasoning that underlies our actions.”9 Teams and organizations trap themselves, he says, in “defensive routines” that insulate our mental models from examinati
... See morePeter M. Senge • The Fifth Discipline
The problem is that they cannot separate their experiences from reality.
Dave Gray • Liminal Thinking
So management science today is about leaders producing a view of “external reality” from the raw material of a kind of “management television” — the output of the literary industrial complex — to create reality distortion fields within which everybody else must function.
Venkatesh Rao • Towards Management Metamodernism
“Remember that group think begins with leader think,” I said. “At its core, an organization strongly reflects how its leader thinks, feels, and acts. Think of the leader as the heart: if you beat erratically, your people will follow erratically, and if you beat steadily, your people will follow steadily. Whatever you think, do, and believe gets tra
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