W3 Discussion 'Mental Models': Why Is It So Hard For People ✓ Solved

W3 Discussion 'Mental Models': Why is it so hard for people

W3 Discussion 'Mental Models': Why is it so hard for people to change their assumptions? Discuss specific reasons why leaders need to be aware of their mental models. Support your initial post with at least one scholarly source.

W3 Discussion 'Principal Functions and Value Chain': Conduct an industry analysis of Walmart Stores, Inc.: identify principal resources and capabilities; assess their strategic importance in terms of transferability and replicability; assess strength relative to competitors; link the resource analysis to the strategy being pursued; assess the sustainability of the firm's competitive advantage. Then answer: Which should be the primary basis for formulating strategy: the external market (customer requirements) or the firm's resources and capabilities? Explain. In which market segments are Walmart's capabilities and strengths most effective, and what are the implications for how the firm should compete?

Final Project Overview (HCA 240): Evaluate the quality of an existing disease awareness program and recommend improvements to reach a greater audience. Demonstrate knowledge of the disease's causes, effects, risk factors, diagnosis, prevention methods, and treatments. As a continuation, start with 'The Future' and answer the two explanation questions.

Paper For Above Instructions

Mental Models and Why Change Is Hard

Mental models are internal representations—assumptions, beliefs, and frameworks—that shape how individuals interpret information and act (Senge, 1990). Changing these models is difficult because they operate largely unconsciously, are reinforced by selective perception and confirmation bias, and provide psychological comfort and identity stability (Nickerson, 1998; Argyris, 1991). People seek information that confirms existing beliefs, discount disconfirming evidence, and socially conform to group norms that perpetuate shared models (Kunda, 1990). Cognitive dissonance and loss aversion mean individuals prefer preserving an existing model rather than adopting an uncertain alternative that might expose errors in prior judgment (Festinger, 1957; Kahneman & Tversky, 1979).

Leaders must be aware of their own mental models because these frames guide strategy, resource allocation, and organizational culture. Unexamined models can blind leaders to emerging threats and opportunities, causing persistent strategic errors (Senge, 1990). Awareness enables leaders to surface assumptions, encourage diverse perspectives, and use structured inquiry (e.g., red teaming, premortems) to reduce bias and increase adaptive capacity (Tetlock & Gardner, 2015). For example, a leader who assumes cost-cutting is the only way to compete may underinvest in capabilities that drive customer value, thereby undermining long-term competitiveness (Barney, 1991).

Walmart: Resources, Capabilities, and Strategy

Principal resources and capabilities of Walmart include a vast distribution network and logistics systems, scale-based sourcing and bargaining power, advanced inventory and store operations (including cross-docking), a low-cost culture, and brand recognition (Walmart, 2023). Intangible resources include supplier relationships, proprietary operational processes, and data systems supporting demand forecasting.

Assessing imitability: many of Walmart’s advantages are moderately hard to replicate. Physical assets (stores, warehouses) are transferable but costly to replicate; the network effects and supplier relationships build path dependency that increase causal ambiguity and reduce replicability (Barney, 1991). Walmart’s culture and operating routines—developed over decades—are difficult to transfer and replicate, giving sustained advantage in low-cost retailing.

Relative strength: Walmart’s economies of scale and logistics are industry-leading versus most competitors, enabling lower prices and high assortment breadth (Porter, 1985). However, specialized competitors (e.g., Amazon in e-commerce) outcompete Walmart in certain digital capabilities.

Linking resource analysis to strategy: Walmart pursues a cost leadership strategy supported by its logistics, supplier leverage, and standardized store processes (Porter, 1985). Its resource strengths align with competing on price, availability, and distribution efficiency.

Sustainability of advantage: Walmart’s advantage is sustainable where scale and physical distribution matter (e.g., rural and value-oriented mass markets). Digital competitors raise threats, but Walmart’s ongoing investments in omnichannel logistics and partnerships can sustain advantages if it continues to innovate and integrate capabilities (Walmart, 2023).

Which basis for formulating strategy? Strategy should integrate both external market needs and internal resources—however, a resource-based view provides a durable foundation because competitive advantage depends on capabilities customers value (Barney, 1991). A hybrid approach—market-driven but constrained and enabled by internal capabilities—offers the best practical framework: target segments where the firm’s capabilities deliver differentiated value.

Most effective segments for Walmart: price-sensitive, high-frequency grocery and household consumer segments, rural and suburban shoppers who value one-stop convenience, and value-focused omnichannel shoppers. Implications: Walmart should compete on price, assortment, and convenience while investing selectively in e-commerce and fulfillment to close gaps with pure-play online retailers (Porter, 1985; Walmart, 2023).

Disease Awareness Program Evaluation and Recommendations

Selected disease context: Type 2 diabetes. Key facts: Type 2 diabetes arises from insulin resistance and relative insulin deficiency; risk factors include obesity, sedentary lifestyle, family history, and age; complications include cardiovascular disease, neuropathy, nephropathy, and retinopathy (CDC, 2023). Diagnosis is by elevated fasting glucose, HbA1c, or oral glucose tolerance testing. Prevention focuses on weight control, physical activity, and dietary modification; treatments range from lifestyle intervention to metformin and advanced therapies including GLP-1 receptor agonists and insulin when needed (ADA, 2023).

Program evaluation: many public diabetes awareness campaigns provide accurate clinical information but vary in reach, cultural tailoring, and calls-to-action. Effective campaigns combine mass-media reach with community engagement and digital tools to support behavior change (Wakefield, Loken, & Hornik, 2010). Shortcomings in typical programs include one-size-fits-all messaging, low interactivity, weak linkage to local screening services, and poor measurement of outcomes (Noar et al., 2007).

Recommendations to improve reach and impact: 1) Segment audiences (e.g., by age, language, socioeconomic status) and tailor messages that address specific barriers and motivations; 2) Integrate digital platforms (social media, apps) with local screening events to convert awareness into action; 3) Use behavior-change frameworks (e.g., social norms, self-efficacy building) and provide stepwise, measurable goals; 4) Partner with trusted community organizations and primary care networks to facilitate screening and referral; 5) Monitor impact using process and outcome metrics (reach, screening uptake, HbA1c changes) and iterate (Noar et al., 2007; Nutbeam, 2000).

The Future

Future diabetes awareness programs will increasingly leverage personalized digital interventions (apps, wearables) and data-driven targeting to deliver timely, actionable messages tied to local services. Integration of telehealth and remote monitoring will convert awareness into sustained disease management and prevention (WHO, 2020).

Explanation Question 1: How will programs adapt to diverse populations?

Programs must use community-based participatory approaches, culturally competent messaging, multilingual content, and local partnerships to adapt interventions for diverse populations; tailoring increases relevance and intervention uptake (Noar et al., 2007).

Explanation Question 2: How should success be measured?

Success should be measured across a logic model: awareness metrics (reach, recall), engagement metrics (screening registrations, app interactions), behavioral metrics (increased physical activity, weight loss), and clinical outcomes (screening rates, reductions in average HbA1c). Use mixed-method evaluation (quantitative outcomes and qualitative feedback) to guide continuous improvement (Wakefield et al., 2010).

Conclusion: Leaders must surface and test mental models to avoid strategic blind spots. Walmart’s durable logistics, scale, and culture underpin its low-cost strategy and remain most effective in price-sensitive segments, although digital competition requires capability investments. For public health, diabetes awareness programs should blend tailored, community-engaged messaging with digital tools and rigorous outcome measurement to improve reach and clinical impact.

References

  • Argyris, C. (1991). Teaching smart people how to learn. Harvard Business Review. https://hbr.org/1991/05/teaching-smart-people-how-to-learn
  • American Diabetes Association. (2023). Standards of Medical Care in Diabetes—2023. Diabetes Care, 46(Supplement_1). https://care.diabetesjournals.org/
  • Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
  • Festinger, L. (1957). A Theory of Cognitive Dissonance. Stanford University Press.
  • Kahneman, D., & Tversky, A. (1979). Prospect theory: An analysis of decision under risk. Econometrica, 47(2), 263–291.
  • Noar, S. M., Benac, C. N., & Harris, M. S. (2007). Does tailoring matter? A meta-analytic review of tailored print health behavior change interventions. Psychological Bulletin, 133(4), 673–693.
  • Nutbeam, D. (2000). Health literacy as a public health goal: a challenge for contemporary health education and communication strategies into the 21st century. Health Promotion International, 15(3), 259–267.
  • Porter, M. E. (1985). Competitive Advantage. Free Press.
  • Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of the Learning Organization. Doubleday.
  • Wakefield, M. A., Loken, B., & Hornik, R. C. (2010). Use of mass media campaigns to change health behaviour. The Lancet, 376(9748), 1261–1271.
  • Walmart Inc. (2023). Form 10-K 2023. https://corporate.walmart.com/
  • World Health Organization (WHO). (2020). Global report on diabetes. https://www.who.int/
  • Centers for Disease Control and Prevention (CDC). (2023). National Diabetes Statistics Report. https://www.cdc.gov/diabetes

Related Assignments