Augmenting mental models

The complexity of conceptualizing mental models has made Virtual Reality an interesting way to enhance communication and understanding between individuals working together on a project or idea. Here, the authors discuss practical applications of using VR for this purpose

Improving the viability of mental models held by novice programmers

Recent research has found that many novice programmers often hold non-viable mental models of basic programming concepts such as assignment and object reference. This paper proposes a constructivist-based teaching model, integrating a cognitive conflict strategy with program visualization, with the aim of improving novice programmers’ mental models. The results of a preliminary empirical study suggest that, for the relatively straightforward concept of assignment, tight integration of program visualization with a cognitive conflict event that highlights a student’s inappropriate understanding can help improve students’ non-viable mental models. 14 out of 18 participants who held non-viable mental models of the assignment process successfully changed their model to be viable as a result of the proposed teaching model

Case studies of mental models in home heat control: searching for feedback, valve, timer and switch theories

An intergroup case study was undertaken to determine if: 1) There exist distinct mental models of home heating function, that differ significantly from the actual functioning of UK heating systems; and 2) Mental models of thermostat function can be categorized according to Kempton’s (1986) valve and feedback shared theories, and others from the literature. Distinct, inaccurate mental models of the heating system, as well as thermostat devices in isolation, were described. It was possible to categorise thermostat models by Kempton’s (1986) feedback shared theory, but other theories proved ambiguous. Alternate control devices could be categorized by Timer (Norman, 2002) and Switch (Peffer et al., 2011) theories. The need to consider the mental models of the heating system in terms of an integrated set of control devices, and to consider user’s goals and expectations of the system benefit, was highlighted. The value of discovering shared theories, and understanding user mental models, of home heating, are discussed with reference to their present day relevance for reducing energy consumption

Advice seeking network structures and the learning organization

Organizational learning can be described as a transfer of individuals’ cognitive mental models to shared mental models. Employees, seeking the same colleagues for advice, are structurally equivalent, and the aim of the paper is to study if the concept can act as a conduit for organizational learning. It is argued that the mimicking of colleagues’ advice seeking structures will induce structural equivalence and transfer the accuracy of individuals’ cognitive mental models to shared mental models. Taking a dyadic level of analysis authors revisit a classical case and present novel data analyses.The empirical results indicate that the mimicking of advice seeking structures can alter cognitive accuracy. It is discussed the findings’ implications for organization learning theory and practice, addressed the study’s limitations, and suggested avenues for future research

Managing change: mental models of SME managers

This study fills some of the gaps in existing studies on organisational change in SMEs by considering the management of change in SMEs in Queensland, Australia, built around the concept of employee participation. First, the paper examines what mental models SME managers espouse in relation to the management of organisational change; and whether small and medium organisations differ in relation to how they manage change. Data was obtained from a state-wide survey of 340 Queensland SME managers, conducted in 2008. The findings confirm the paucity of consultation in Australian workplaces. Within the context of change management, SMEs could benefit from combining their positive views on widespread involvement (including inspiring a shared vision and personally communicating the future vision; communicating the change message repeatedly up and down and across the organisation; and enabling others to act: by energising, empowering, building teams, tangible support with appropriate resources and structures) with a greater degree of ‘actual’ participation from employees in decision making

Controversies in water management : frames and mental models

The purpose of the present research is to improve the quality of the information and interpretations available to decision makers, by surfacing and juxtaposing the differing frames of decision makers, experts, and special interests groups. This thesis provides a new method to analyse frames

Understanding inter-organizational decision coordination

This article develops a theoretical framework to investigate the interaction and coordination of decision-making processes in a supply chain with multiple and inter-dependent suppliers and customers. Design/Methodology/Approach: Three longitudinal case studies on the decision coordination processes between a European toy supplier and three retailers. Findings: The case studies found different mental models, decision-making behaviours, coordination behaviours and ordering behaviours even though the toy supplier and the three retailers observed quite the same material flow behaviours. The study found explanations for these diverse behaviours by analyzing the mental models and decision-making behaviours of each involved party. Originality/value: The findings explain the conditions which lead to undesirable mental models and decision-making behaviours which affect the coordination of decisions among supply chain members

Mental Models

A central principle of the systems thinking perspective is that system structures are supported and held in place by our underlying beliefs, mindsets, and goals (See Brief 1.01 - Systems Thinking Iceberg). Therefore, in order to transform and redesign systems we must also transform our mindsets. The purpose of this brief is to introduce the concept of mental models, and to discuss how system dynamics tools can be used to elicit, negotiate, and transform them

Different perceptions of adaptation to climate change: a mental model approach applied to the evidence from expert interviews

We argue that differences in the perception and governance of adaptation to climate change and extreme weather events are related to sets of beliefs and concepts through which people understand the environment and which are used to solve the problems they face (mental models). Using data gathered in 31 in-depth interviews with adaptation experts in Europe, we identify five basic stakeholder groups whose divergent aims and logic can be related to different mental models they use: advocacy groups, administration, politicians, researchers, and media and the public. Each of these groups uses specific interpretations of climate change and specifies how to deal with climate change impacts. We suggest that a deeper understanding and follow-up of the identified mental models might be useful for the design of any stakeholder involvement in future climate impact research processes. It might also foster consensus building about adequate adaptation measures against climate threats in a society