On Mental Models XLV

"A symbol, therefore, may have no effect and indeed ordinarily will have no effect on the image of the immediate future around one.   It does produce an effect, however, of what might be called the image of the image, on the image of the future, on the image of the past, on the image of the potential or even of the image of the possible." (Kenneth E Boulding, "The Image: Knowledge in life and society", 1956)

"I have suggested that one of the basic theorems of the theory of the image is that it is the image which in fact determines what might be called the current behavior of any organism […] The image acts as a field. The behavior consists in gravitating toward the most highly valued part of the field." (Kenneth E Boulding, "The Image: Knowledge in life and society", 1956)

"Within the confines of my abstraction, for instance, it is clear that the problem of truth and validity cannot be solved completely, if what we mean by the truth of an image is its correspondence with some reality in the world outside it.  The difficulty with any correspondence theory of truth is that images can only be compared with images.  They can never be compared with any outside reality.  The difficulty with the coherence theory of truth, on the other hand, is that the coherence or consistency of the image is simply not what we mean by its truth." (Kenneth E Boulding, "The Image: Knowledge in life and society", 1956)

"As perceivers we select from all the stimuli falling on our senses only those which interest us, and our interests are governed by a pattern-making tendency, sometimes called a schema. In a chaos of shifting impressions each of us constructs a stable world in which objects have recognisable shapes, are located in depth and have permanence." (Mary Douglas, "Purity and Danger", 1966)

"It [system dynamics] focuses on building system dynamics models with teams in order to enhance team learning, to foster consensus and to create commitment with a resulting decision […] System dynamics can be helpful to elicit and integrate mental models into a more holistic view of the problem and to explore the dynamics of this holistic view […] It must be understood that the ultimate goal of the intervention is not to build a system dynamics model. The system dynamics model is a means to achieve other ends […] putting people in a position to learn about a messy problem … create a shared social reality […] a shared understanding of the problem and potential solutions … to foster consensus within the team [..]" (Jac A M Vennix, "Group Model Building: Facilitating Team Learning Using System Dynamics", 1996)

"A vision is a clear mental picture of a desired future outcome. If you have ever put together a large 1,000-piece jigsaw puzzle, the chances are you used the picture on the top of the puzzle box to guide the placement of the pieces. That picture on the top of the box is the end result or the vision of what you are trying to turn into a reality. It is much more difficult - if not impossible - to put the jigsaw puzzle together without ever looking at the picture." (Jane Flaherty & Peter B Stark, "The Manager's Pocket Guide to Leadership Skills", 1999)

"Deep change in mental models, or double-loop learning, arises when evidence not only alters our decisions within the context of existing frames, but also feeds back to alter our mental models. As our mental models change, we change the structure of our systems, creating different decision rules and new strategies. The same information, interpreted by a different model, now yields a different decision. Systems thinking is an iterative learning process in which we replace a reductionist, narrow, short-run, static view of the world with a holistic, broad, long-term, dynamic view, reinventing our policies and institutions accordingly." (John D Sterman, "Learning in and about complex systems", Systems Thinking Vol. 3 2003)

"Eliciting and mapping the participant's mental models, while necessary, is far from sufficient [...] the result of the elicitation and mapping process is never more than a set of causal attributions, initial hypotheses about the structure of a system, which must then be tested. Simulation is the only practical way to test these models. The complexity of the cognitive maps produced in an elicitation workshop vastly exceeds our capacity to understand their implications. Qualitative maps are simply too ambiguous and too difficult to simulate mentally to provide much useful information on the adequacy of the model structure or guidance about the future development of the system or the effects of policies." (John D Sterman, "Learning in and about complex systems", Systems Thinking Vol. 3 2003)

"To form a mental picture of the event, the knowledge developer attempts to integrate his or her perception of the situation with the expert’s perception. That mental picture is then recorded. What happens is a continuous shuttle process; the knowledge developer mentally moves back and forth from the initial impression of the event to the later evaluation of the event. What is finally recorded is the evaluation made during this retrospective period. Because a time lapse can make details of a situation less clear, the information is not always valid." (Elias M Awad, "Knowledge Management", 2003)

"Images are generally resistant to change and ignore messages that do not conform to their internal settings. Sometimes, however, they do react and can alter in an incremental or even revolutionary manner. Humans can talk about and share their images and, in the symbolic universe they create, reflect upon what is and what might be." (Michael C Jackson, "Critical Systems Thinking and the Management of Complexity", 2019)