Mental Models IV (Limitations I)

“However, and conversely, our models fall far short of representing the world fully. That is why we make mistakes and why we are regularly surprised. In our heads, we can keep track of only a few variables at one time. We often draw illogical conclusions from accurate assumptions, or logical conclusions from inaccurate assumptions. Most of us, for instance, are surprised by the amount of growth an exponential process can generate. Few of us can intuit how to damp oscillations in a complex system.” (Donella H Meadows, “Limits to Growth”, 1972)

"The problem with mental models lie not in whether they are right or wrong - by definition, all models are simplifications. The problem with mental models arise when they become implicit - when they exist below the level of our awareness. “[…] models, if unexamined, limit an organization's range of actions to what is familiar and comfortable. [...] Each person's mental model focuses on different parts of the system. Each emphasizes different cause-effect chains. This makes it virtually impossible for a shared picture of the system as a whole to emerge in normal conversation." (Peter Senge, “The Fifth Discipline”, 1990)

“Mental models are the images, assumptions, and stories which we carry in our minds of ourselves, other people, institutions, and every aspect of the world. Like a pane of glass framing and subtly distorting our vision, mental models determine what we see. Human beings cannot navigate through the complex environments of our world without cognitive ‘mental maps’; and all of these mental maps, by definition, are flawed in some way.” (Peter M Senge et al, “The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization”, 1994)

“What are the models? Well, the first rule is that you’ve got to have multiple models - because if you just have one or two that you’re using, the nature of human psychology is such that you’ll torture reality so that it fits your models, or at least you’ll think it does.” (Charles Munger, 1994)

"Our generational perspective contributes to the mental models we hold about ourselves, the world, and the way things ‘should’ be. These beliefs create blind spots that can become our undoing as we pursue our values and seek to accomplish our goals. Likewise, they can have a powerful effect on our culture.” (Deborah Gilburg, “Empowering Multigenerational Collaboration in the Workplace”, The Systems Thinker Vol. 18 No. 4, 2007)

“[…] our mental models fail to take into account the complications of the real world - at least those ways that one can see from a systems perspective. It is a warning list. Here is where hidden snags lie. You can’t navigate well in an interconnected, feedback-dominated world unless you take your eyes off short-term events and look for long-term behavior and structure; unless you are aware of false boundaries and bounded rationality; unless you take into account limiting factors, nonlinearities and delays. You are likely to mistreat, misdesign, or misread systems if you don’t respect their properties of resilience, self-organization, and hierarchy.” (Donella H Meadows, “Thinking in Systems: A Primer”, 2008)

“The discrepancy between our mental models and the real world may be a major problem of our times; especially in view of the difficulty of collecting, analyzing, and making sense of the unbelievable amount of data to which we have access today.” (Ugo Bardi, “The Limits to Growth Revisited”, 2011)