At 11:11 PM 4/6/99 -0500, you wrote:
>Arnold...
>> Cliff's point (to me, anyway) seemed to be that
>> it makes little sense to spend so much of our time focusing on
>> models--rather, let them live in our heads while we focus our energies on
>> their tangible expression. It is here that I find metaphors useful.
>> metphors can be useed as a means of making a model sufficiently tangible
>> that it can be communicated, shared, even universally accessed.
>
>I like it!
>
>George 'jorge' Bartow
One's mental model(by whatever name we chose to give it) cannot be
ignored. Mental models travel by many names such as wisdoms, mind set,
belief system, paradigms, experience, traditions and more.
Whatever one believes to be the truth determines the way that person you
approach everything. If one believes there is opportunity then behavior is
consistent with that and most those who believe it then find opportunity.
In another situation a manager may believe people are the problem then
behaves that way and set about to find bad people. And sure enough that
manger finds them.
It is important to know our mid sets because they determine our approach
to every thing whether we know it or not. Most often we do not know our
own beliefs. A very small example: Most factories workers believe labor
cost is what management is trying to minimize . Actions have told them. So
when I introduce reduction of in process time at the expense of labor it
goes against a part of their belief system that is often not even
conscious.
et
Eugene Taurman
interLinx Consulting
414-242-3345
http://www/execpc.com/~ilx
If a company values anything more than its' customer, it will lose the
customer.
The irony of that, if it is profitability, market share, security, teams,
learning or philanthropy that it values more it will lose the opportunity
for these too.
--Eugene Taurman <ilx@execpc.com>
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