![]() ![]() These models or theories, while often not articulated, are well ingrained. People who use different approaches to management generally have different mental models or theories of effectiveness. Similarly, we use many management and leadership processes in our lives and these are all based on some underlying mental models. It is based on some mental model, or theory, at the back of our heads, of why some behaviours are more appropriate than others. For example, the process for interacting with other people is something we use all the time. They are also social and emotional processes. Because most of the processes we use in life are not technological processes derived from the physical sciences. In fact, techniques of working with ‘emotional intelligence’ are now creeping into mainstream management since Daniel Goleman wrote his bestselling book, Emotional Intelligence: Why It Can Matter More Than IQ, in 1995. However, as Howard Gardner has explained in his 1983 book, Frames of Mind: The Theory Of Multiple Intelligences, human beings operate with multiple intelligences, including logical, bodily and interpersonal intelligences. But what has wanting and caring for something got to do with learning, some may ask? Surely learning is about cognition and rationalization. Therefore, the fourth and the highest is the level of Know-Want. Therefore, the greatest leverage for new learning is in recognizing the deepest wants that are not fulfilled, and accepting that the theory and approach currently in use cannot fulfil this want. If the ‘want’ is not stronger than the discomfort of ‘letting go’, we will not make room in our minds for learning a new theory to replace the old. It is only when we realise that our mental models are preventing us from obtaining something that we dearly care about can we abandon them. Only the strongest type of inner motivation can catalyse us into letting go of ingrained theory and finding new theories. Why give up something which has proven its worth over and over again? And, second, since they have worked for us so far, it becomes very difficult to perceive them as obstacles. First, since mental models by their very definition are tacit and not explicit-in other words they are in the back of our heads where we cannot see them and not in front of our eyes where we can examine them-they are extremely slippery to handle. And overcoming these hindrances is very difficult. Our ingrained mental models or theories become hindrances when we want to achieve a result that we are unable to obtain with the approaches we are used to. They seem to forget that there is nothing as practical as a good theory because of what it can enable a manager to do! They want to move from ‘theoretical’ speculation to ‘practical’ stuff. Clearly there is great leverage in understanding ‘why’, even though practical managers are often uncomfortable with discussing concepts and theories. Thus, an understanding of the ‘why’ enables the crafting of more effective processes. ![]() Science explains the ‘why’, from which flows technology that provides the ‘how’ to make things happen. Nowadays, everyone acknowledges the role science has played in the development of new technologies. The third and still higher level, the Know-Why level, is knowledge of the theory of the subject: which is an understanding of the reason why things happen. ![]()
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