Artificial Intelligence for Life

What is a mental model?

It is an explanation of someone’s thought process about how something works in the real world.

In organisations, mental models are built on notions of how individuals process  information and how this information flows within an organisation.

These notions are always understood from people’s own perspectives and is subject to ones own beliefs, values.  In other words we always apply our own filters to what is happening within an organisation. These filters are open to our own interpretation and can be filled with assumptions.

The implications for organisations are many and include losing market share to your competition, customer dissatisfaction affecting your brand and reputation. Loss of revenue.

Tech-blunders such as Apple’s iPhone 6 “Bendgate” causing apple to desperately scramble to head off customer dissatisfaction and can have long lasting effects.

Increasing complexity in organisational systems is heightening the probability of future accidents and disasters. Complex equipment, systems and corporate structures will bring about greater levels of ambiguity that can lead to indecision or overconfidence. The flow on effect is in facilitating misunderstandings, miscalculations and unclear communications.

How do these flaws develop in our mental models?

Analysis of documents from numerous accidents and disasters have highlighted seven factors common in developing flaws in our mental models. It is my opinion that these same flaws are relevant to product development.

Seven factors that contribute to flaws in mental models:

1. Corporate hearsay. Knowledge based on historical generalisations now assumed to be correct.
2. Unreliable sources accepted as valid. Knowledge acquired from unreliable sources assumed to be valid and taken at face value.
3. Sense making in ambiguous situations. Interpreting the current situation from an individuals point of view.
4. Assumptions accepted as truth. Especially true when being made by senior leadership and management.
5. Distribution and access structures. Knowledge may be limited by organisational structures for distributing and allowing access to information. This is an issue especially true for carry-over of information across production shifts. Those with authority retain certain information.
6. Communication channels. The way information is conveyed to another person impacts on how that person interprets the information. How many times do emails get misinterpreted from the senders original intent.
7. Correct sources perceived as unreliable. Knowledge gained from sources assumed to be unreliable. Examples of customer feedback come to mind.