Team 5 Mental Models Project Team Members: Amy Hallak, Sarah

Team 5 Mental Models Project Team Members:Amy Hallak Sarah Lovell El

Individuals have pre-set mental models from their life experiences and upbringing, which “determine not only how we make sense of the world, but how we take action” (Senge, 2006, p. 164). Often we do not slow down our thinking enough to identify assumptions that influence the things we do and say (Senge, 2006, p. 175). After reviewing Module 5 on the ISEE Systems website, and the additional resources below, complete the ISEE Systems exercise to review your own mental models.

Provide one insight gained from both the exercise and the additional resources. Then describe how an organization might implement reflective practices to identify mental models and promote systems thinking. Additional Resource Links: 1. 2. 4. 6. 7. 8. Cultural Barriers to Communication Communication is essential whether at home or in the work environment. Managers and team members are challenged in the healthcare field as effective communication is essential to transfer information, develop common understanding and enhance knowledge. Let’s read the following scenario. A healthcare manager sent an e-mail stating the unit would begin to incorporate a new patient safety program, where patients who are at risk will need to wear yellow socks. This identifies a protocol, which includes keeping the bed rails up and requires thirty-minute rounding to make certain that the patients are not getting out of bed without assistance. A registered nurse (RN), recently employed from China, has a language barrier, even though she has passed her state boards.

She is not familiar with e-mail as a communication method in her past work environment in China. The RN from China, Meelynn, does not read the e-mail directive and her patient is not given the proper protocol procedures. The patient falls from the bed and now has been transferred to the intensive care unit (ICU). The manager is now meeting with her to understand how this occurred and to educate Meelynn about effective communication methods used in the organization. You heard Meelynn say to other workers, "I don't think this is my fault. We get ten e-mails each day, text messages from management, and we are expected to read all of it and care for patients. I don't have time to read all the messages the manager sends to me. Some of the messages I don't even understand what she means and I cannot go and take time to find her."

Paper For Above instruction

Understanding mental models and fostering systems thinking are crucial for effective organizational performance, especially in complex environments like healthcare. The exercise provided by the ISEE Systems platform offers valuable insights into the subconscious assumptions individuals hold. Reflecting on my own mental models, I gained the realization that many of my preconceived notions about communication pathways in a professional setting are influenced heavily by personal experiences and cultural backgrounds.

Through completing the ISEE Systems exercise, I recognized the significance of uncovering deeply rooted assumptions that might hinder effective collaboration. For example, I assumed that written communication was universally understood and accessible, overlooking potential language barriers and cultural differences. This insight underscores the importance of organizations encouraging reflective practices that help personnel identify and question their mental models actively.

To implement such reflective practices, organizations can foster a culture of continuous learning and open dialogue. Regularly scheduled reflection sessions, such as debriefings or Mindfulness-based training, can serve as platforms for employees to examine their assumptions about work processes and communication. Leadership can promote a systems thinking mindset by integrating tools like causal loop diagrams and system mapping that visualize interconnections and feedback loops within organizational operations. These methods help individuals see beyond linear cause-effect relationships and recognize patterns that influence behavior and outcomes.

Additionally, organizations can create structured opportunities for cross-cultural and interdisciplinary dialogues that spotlight different mental models. For example, in healthcare settings, multilingual communication training and cultural competency workshops can address barriers exemplified by Meelynn's scenario. This approach helps teams develop shared mental models, reduce misunderstandings, and foster empathy across cultural differences.

In the context of the scenario where a nurse did not understand email directives, a reflective practice embedded in organizational routines could include training on cultural communication differences and utilizing diverse communication modalities. This strategy could involve visual aids, verbal briefings, or translated messages tailored to diverse workforce needs. By actively encouraging staff to reflect on their assumptions and barriers to communication, organizations can promote a resilient, adaptable environment capable of systemic improvements.

In conclusion, identifying and challenging mental models through structured reflective practices enhances systems thinking. This process not only improves communication but also fosters a culture of continuous improvement and cultural competence, ultimately leading to safer and more effective healthcare delivery.

References

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