...Mental model/Mindsets Name: Institution: Introduction AAA Transportation has been a well-established company. The firm deals with transporting wholesale produce which are perishable. The firm has been acquired by new owners and they have identified a new business opportunity. The new idea is to transport nonperishable goods together with the perishable good. Two coworkers emerge and are resistant to this venture. They are citing that AAA is not strong enough to compete and it is not a good idea. What are affecting the two coworkers are the mental models/mindsets. The management will work on changing the mental models/mindsets of the two and include them t in the new line of business. The idea is important to all the staffs and the new owners and when exploited it will make a difference in the company. Four steps to changing mental models/mindsets There are four major steps that can be utilized to change the mental models/mindset at an individual who defies change. The first step is to comprehend the power and limits of mental models/mindset. [Crook 2006]. Change is always inevitable. Changing the mindset of a person is not an easy task; it needs time to bring the change. The person naturally recognizes the surrounding of the environment around him. In the scenario of Vernon and Bud, they don’t see the emerging ventures because of the comfort zone in the business. The firm may not have the mighty to compete with other companies...
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...Running head: WE’VE ALWAYS DONE IT THIS WAY! WE’VE ALWAYS DONE IT THIS WAY! Dale Chaisson Brandman University Self, Systems, & Leadership Dr. Brooks November 21, 2013 We’ve Always Done It This Way! Is it possible for an organization to succeed without some type of Learning System in place? If so, how does one quantify the success statistics? What is the culture like? Does this organization promote upward mobility? These are some of the issues, problems, and concerns I’m faced with in my current situation. Hopefully, during the course of my research and dissection of my organization I’ll be able to pinpoint the ROOT CAUSE. All to often we (human beings) tend to take the least path of resistance of any particular situation at any given time. Well, it’s time to face the music-so to speak. It’s time we cycle back and match our vision with reality. I can remember my first day speaking with the team, boy was that an eye opener! All I heard was, “this is how it’s supposed to be done. However this how WE do it because my way is proven-and has been for the last 30 years. So you just do what I say and you should be okay.” Needless to say, I knew right then and there I had my work cut out for me. As I met more and more co-workers the common theme was, “ just stay under the radar and you’ll be okay.” learning disabilities of this magnitude pose a huge threat to everyone’s forward progress. Yes, my company has a cornucopia of learning disabilities. The following is my...
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...Personality and ability have major implications for how people feel, think and behave in organizations. Based on your review of Chapter 4 and on individual personality differences – present your views on this quote “Organizations should or should not select or hire prospective employees on the basis of their personality traits” In a general sense, I completely agree with this statement. People are hired on credentials such as experience or education, so this is merely another criteria albeit an important one. It is always a good idea to hire people who will mesh well with the organizations values and beliefs. The values and beliefs are typically what will dictate the environment and thus culture of an organization. Take Google for example. Google’s unorthodox culture of having fun and being innovative probably wouldn’t mesh well with someone that has a high external locus of control as they prefer structured, directed work environments as explained by Daft & Lane (2011). However, I also feel that the level or degree of desirable traits versus undesirable and the extent of value placed in them should play a role in evaluating candidates. This is especially true in leadership roles. Daft & Lane (2011) conclude that a person with a high level of authoritarianism would not work well with a team with an equally high level of dogmatism which would typically result in lower productivity and morale. However, if both sides have a lower to moderate level of those two characteristics...
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...How can your mental models about your world both assist and limit your perceptions when you meet a person for the first time? Mental models are psychological representations of real, hypothetical, or imaginary situations (Princeton, 2013). The first known recorded postulation of the mental models theory came from the American philosopher Charles Sanders Peirce, who stated that reasoning is a process by which humans "examine the state of things asserted in the premises, forms a diagram of that state of things, perceives in the parts of the diagram relations not explicitly mentioned in the premises, satisfies itself by mental experiments upon the diagram that these relations would always subsist, or at least would do so in a certain proportion of cases, and concludes their necessary, or probable, truth.” Similarly the Scottish psychologist Kenneth Craik suggested that the human mind constructed small scale models of the world for which it used to anticipate events, to reason and to underlie explanation. Modern Cognitive scientists have since debated that the human mind constructs mental models due to perception, imagination and knowledge. Mental models are created through various avenues such as personal experience, social values, religious beliefs, cultural attitudes and norms. Therefore mental models are how we determine and make sense of reality; these can be range from simple generalisations to immensely complex ideas and theories. These models thus underpin all...
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...into account the personal commitments of each team member and come up with suitable timelines as to when each one can take the responsibility of submitting the assignments. Mutual respect: As mentioned in the common objectives and work organization sections, we would identify the strengths of the team members and also availability and time commitments of each individual and come to a decision as to who takes responsibility for what task and assignment. If one team member is not able to do a particular task in a specific week, the team members would help out. Feedback will be provided with mutual respect to the team members. Functional relations: Teams are more effective when their members share common mental models of the work. We would like to share a common mental model of our work throughout this course to maintain a high level of performance within the group. We respect each member’s feedback and encourage and motivate each other so that everyone feels a sense of belonging and want to make the team more effective. Conflict resolution: If our team members disagree with one team member’s arguments, we provide the explanation as to why we are disagreeing. We would not make that team member feel rejected but motivate and guide him or her in the right direction of thinking. This way we would be able to avoid conflicts among team...
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...YOUR OWN MENTAL MODELS “Investigating Your Own Mental Models” Running Head: INVESTIGATING YOUR OWN MENTAL MODELS 1. 1. Describe the mental model thoroughly, including its origins, how long it has been established, conversations you have heard about it, etc. According to Hrepic (2011), “wider studies of mental model definitions show that no consensus exists about the definition of the term mental model and “some definitions of the concept are even contradictory.” “Canas and Antol”, believe the main reason for disagreements in the definition of the mental model is that the term has been used by researchers who work in different fields and who focused on its different aspects. However, “Van der Veer” believes that although there is no agreement about the exact definition of the concept, in general, “mental model” refers to the internal representations that people form of the environment through their interaction with it”(p. 1). In other words, mental models are believed to be assumptions, beliefs, generalizations even stereotypes of a person’s belief system that is often generated by their experiences. According to Senge (2006), “our mental models determine...
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...Mental Model/Mindsets Rea Frazier OI 361 March 31, 2015 Mr. Gary Connelly Mental Model/Mindsets Mental models/mindsets are the way in which a person’s thought processes work and how something works in reality. It is an internal representation of the external realities of an individual’s surrounding and life experiences. The representations are what gives us a meaning to cause and affect and is what gives us an idea of what to expect. Mental models and mindset affect a person’s behavior and course of actions. AAA Transport is a wholesale produce transportation company, that is looking to expand from produce only Transportation to nonperishable product transportation as well. Two of their employees, Vernon and Bud, both resistant to change have opposing opinions about the change. I will be discussing Vernon and Bud’s metal model and mindsets and analyzing how they affect their decision making in the workplace. Vernon is the supervisor of AAA Transportation’s drivers and Bud works in AAA Transportation’s corporate offices. Vernon does not feel that it is in the company’s best interest to expand outside of their core business, whereas Bud feel that the AAA Transportation is not stable enough at this time to compete with establish nonperishable transportation companies. The problem is that both Vernon and Bud have been employed at AAA Transportation for over 20 years, and both have grown to be comfortable with the way the company has been for their time spent their. Vernon...
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...COLLAPSE HOW S O C I E T I E S CHOOSE TO FAIL OR S U C C E E D JARED DIAMOND VIK ING VIKING Published by the Penguin Group Penguin Group (USA) Inc., 375 Hudson Street, New York, New York 10014, U.S.A. Penguin Group (Canada), 10 Alcorn Avenue, Toronto, Ontario, Canada M4V 3B2 (a division of Pearson Penguin Canada Inc.) Penguin Books Ltd, 80 Strand, London WC2R ORL, England Penguin Ireland, 25 St. Stephen's Green, Dublin 2, Ireland (a division of Penguin Books Ltd) Penguin Books Australia Ltd, 250 Camberwell Road, Camberwell, Victoria 3124, Australia (a division of Pearson Australia Group Pty Ltd) Penguin Books India Pvt Ltd, 11 Community Centre, Panchsheel Park, New Delhi—110 017, India Penguin Group (NZ), Cnr Airborne and Rosedale Roads, Albany, Auckland 1310, New Zealand (a division of Pearson New Zealand Ltd) Penguin Books (South Africa) (Pty) Ltd, 24 Sturdee Avenue, Rosebank, Johannesburg 2196, South Africa Penguin Books Ltd, Registered Offices: 80 Strand, London WC2R ORL, England First published in 2005 by Viking Penguin, a member of Penguin Group (USA) Inc. 13579 10 8642 Copyright © Jared Diamond, 2005 All rights reserved Maps by Jeffrey L. Ward LIBRARY OF CONGRESS CATALOGING IN PUBLICATION DATA Diamond, Jared M. Collapse: how societies choose to fail or succeed/Jared Diamond. p. cm. Includes index. ISBN 0-670-03337-5 1. Social history—Case studies. 2. Social change—Case studies. 3. Environmental policy— Case studies. I. Title. HN13. D5 2005 304.2'8—dc22...
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