Understanding Our World And Our Organizations Through Bol ✓ Solved
Understanding of Our World and Our Organizations Through Bolman and Deal
According to Bolman and Deal, understanding of our world and our organizations is internally constructed through mental models. What is a mental model and how do mental models influence understanding of world and organizational events? How can changing a mental model change your understanding of events? Support your response with a specific example.
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In Bolman and Deal’s organizational theory, mental models are fundamental cognitive frameworks that shape how individuals perceive, interpret, and respond to the world around them. A mental model can be defined as an internal representation or a set of deeply ingrained assumptions and beliefs that influence our understanding and actions within organizational and societal contexts. These models serve as lenses through which we interpret information, assess situations, and make decisions, ultimately influencing our perceptions of organizational events, challenges, and opportunities (Bolman & Deal, 2013).
Mental models significantly influence our understanding of organizational and world events because they are internal filters that determine what information we attend to, how we interpret that information, and how we respond. For example, if an organizational leader holds a mental model that views conflict as destructive, they may interpret disagreements as threats, leading to avoidance or suppression of conflict. Conversely, if they see conflict as a source of innovation and growth, they might approach disagreements as opportunities for development. These differing mental models can thus lead to vastly different responses and outcomes within organizations.
Changing a mental model can profoundly alter one’s understanding of events by shifting the interpretive framework through which information is viewed. For instance, suppose a manager initially perceives employee turnover solely as a problem of employee dissatisfaction. This mental model might lead to efforts focused exclusively on improving job satisfaction. However, if the manager adopts a new mental model—seeing turnover as an opportunity to bring fresh perspectives into the organization—they might focus on strategic recruitment and cultural renewal. This shift in mental models can lead to different strategies, behaviors, and potentially better organizational outcomes.
A specific example can be seen in the adoption of new technological tools within an organization. An employee with a mental model that technology is complicated and disruptive may resist new software implementations, fearing decreased productivity. Conversely, someone with a mental model that technology is a facilitator of efficiency and collaboration will be more receptive and proactive in leveraging new tools. When organizational leaders work to change mental models—through training, communication, and demonstrating benefits—they can foster a culture more open to innovation and change, thereby improving organizational agility and performance (Bolman & Deal, 2013).
Overall, mental models are powerful constructs that shape perceptions and behaviors. Awareness and deliberate alteration of these models can lead to more accurate understanding of events and more effective organizational responses. Leaders who recognize the influence of mental models and actively work to modify them can better navigate complex environments, drive change, and enhance organizational effectiveness.
References
- Bolman, L. G., & Deal, T. E. (2013). Reframing organizations: Artistry, choice, & leadership (5th ed.). San Francisco, CA: Jossey-Bass.