Week Two Leadership Development Cases For Analysts

Week Two Leadership Development Cases For Analysisthe New Boss Sam

Describe the two different mental models represented in this story.

What are some of the assumptions that shape the mindset of Sam Nolan? Of Tom Carr?

Do you think it is possible for Carr to shift to a new mental model? If you were Sam Nolan, what would you do?

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The case of "The New Boss Sam" illustrates contrasting mental models held by two leaders, Nolan and Carr, regarding the integration of technology in organizational processes. Nolan embodies an innovative mental model that perceives technology as a catalyst for efficiency, trust-building, and employee empowerment, whereas Carr holds a traditional, conservative model dismissing technological initiatives as unnecessary or even disruptive. These models fundamentally influence their attitudes towards projects and change management within Century Medical.

In examining the mental models, Nolan’s perspective is rooted in a progressive understanding of technology’s role in organizations. His assumptions include the belief that technological systems can streamline operations, reduce costs, and foster a culture of open communication and shared control. Nolan perceives technology, such as web-based systems and artificial intelligence, not merely as tools but as means to enhance collaboration, transparency, and long-term organizational agility. His prior successes with integrating such systems support his confidence in their strategic value, and his assumptions are reinforced by his positive experiences, including the trust he has cultivated with colleagues like Ethel Moore.

Contrastingly, Tom Carr's mental model appears rooted in skepticism towards technological change, favoring personal interactions over automated systems. Carr assumes that real human connections are superior to digital interfaces and perceives technology as an unnecessary distraction or even a temporary trend that will fade. His assumptions include the view that the core of HR and organizational effectiveness lies within personal, face-to-face communication, and that technological systems cannot replicate the nuances of human interactions. Carr’s dismissive attitude towards the project, exemplified by his comments about "this Internet obsession," reflects a worldview that undervalues technological innovation in organizational processes.

These divergent mental models influence their behaviors and decision-making processes significantly. Nolan’s mindset drives him to advocate for the web-based job posting project, believing in its potential to significantly enhance efficiency and trust across the organization. Carr’s mental model leads him to devalue the project, dismissing its importance and viewing it as a waste of resources, thus hindering progress and innovation.

Regarding the possibility of Carr shifting to a new mental model, systematic change is challenging but not impossible. Mental models are deeply ingrained patterns of thought developed through experience and organizational culture. For Carr to adopt a more supportive view of technology, he would need exposure to empirical evidence demonstrating its benefits, as well as positive reinforcement from leadership. Interventions like targeted education, peer influence, and experiential learning could gradually equip him with a more open, innovation-friendly mindset. However, without explicit organizational support emphasizing the strategic importance of technology, such shifts remain difficult.

If I were Sam Nolan, I would approach the situation with strategic patience and active engagement. My primary step would be to seek to understand the root causes of Carr’s resistance—whether it stems from lack of awareness, skepticism about benefits, or fear of obsolescence. I would then organize informal demonstrations or pilot projects showcasing successful implementation and tangible benefits of similar technological initiatives, aiming to build trust and familiarity.

Furthermore, I would advocate for executive support to reinforce the importance of innovation. Seeking allies who recognize the strategic value of technology within the organization could create a coalition to influence Carr’s perception indirectly. Communication with Carr should emphasize shared goals—improving organizational performance, reducing costs, and enhancing employee satisfaction—linking technology initiatives to these objectives in a non-confrontational manner. Patience and persistence, coupled with evidence-based advocacy, may eventually lead Carr to reconsider his assumptions, aligning him more closely with Nolan's progressive mental model.

References

  • Daft, R. L. (2001). The Leadership Experience. South-Western.
  • Hildebrand, C. (1998). “New Boss Blues.” CIO Enterprise, 2, 53–58.
  • Santosus, M. (1998). “Advanced Micro Devices’ Web-Based Purchasing System.” CIO, 1, 84.
  • Schön, D. A. (1979). The Reflective Practitioner: How Professionals Think in Action. Basic Books.
  • Argyris, C. (1991). Theories of Action, Espoused Theories, and Theories-in-Use. Organizational Dynamics, 19(4), 5-18.
  • Kolb, D. A. (1984). Experiential Learning: Experience as the Source of Learning and Development. Prentice Hall.
  • Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of The Learning Organization. Doubleday.
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  • Argyris, C., & Schön, D. A. (1978). Organizational Learning: A Theory of Action Perspective. Addison-Wesley.
  • Kegan, R., & Lahey, L. L. (2009). An Everyone Culture: Becoming a Deliberately Developmental Organization. Harvard Business Review Press.

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