MENTAL MODEL: LIMITED DURATION

August 19, 2015

GIVEN A CHOICE BETWEEN ACTION AND INACTION, A LIMITED TIME TO RESPOND INCREASES THE LIKELIHOOD THAT PEOPLE WILL PARTICIPATE.

How might this apply to your business?
While commonly used to promote purchasing behaviors, limited durations can also be used to shape day-to-day behaviors. Set limited times when certain actions can be taken. Make rewards available at specific times or have options that disappear if no action is taken within a specific period of time.

See also: Loss Periodic Events, Loss Aversion, Reputation, Status, Achievements, Feedback Loops, Scarcity, Self-Expression

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In the whirl of our day-to-day interactions, it’s all too easy to forget the nuances that distinguish great teams, great cultures, and great products/services.

Mental Model Flash Cards bring together insights from psychology into an easy reference and brainstorming tool. Each card describes one insight into human behavior and suggests ways to apply this to your teams as well as the design of your products and services.

Mental Models: Competition

August 19, 2015

WHEN SHARING THE SAME ENVIRONMENT, WE’LL STRIVE TO ATTAIN THINGS THAT CANNOT BE SHARED.

How might this apply to great teams and cultures?

Why do successful organizations often move in new directions and then fail? Organizations that have survived a history of competition adapt to their environment. But adapting for one context makes moving into new contexts more difficult. Managers who've experienced success with competition develop a biased assessment of their organization's dynamic capabilities.

How might this apply to great products?

How might people compete for attention and/or resources within your system? While easily abused, competition remains a great mechanism to provide incentives for self-improvement. Depending on your objectives, competition can be among individuals or among groups. If used among individuals, be careful about recognizing one person at the expense of the group.

Consider

Creating the right company culture is critical when building a company that your employees, customers and shareholders love. How does your group and your company interpret competition uniquely?

See Also

Status, Reputation, Ownership Bias, Loss Aversion, Feedback Loops, Shaping, Social Proof

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In the whirl of our day-to-day interactions, it’s all too easy to forget the nuances that distinguish great teams, great cultures, and great products/services.

Mental Models: Chunking

August 18, 2015

Information grouped into familiar, manageable units is more easily understood and recalled.

How might this apply to great teams and cultures?

Chunking is a tool for getting around the bottleneck of short-term memory. The average person can only manipulate seven pieces of information in short-term memory, at a time. So, we try to keep our presentations concise, our recommendations in groups of three. The more a person has to learn in a shorter period of time, the more difficult it is to process that information.

How might this apply to great products?

Breaking down long lists (actions, content items, bullet points) into smaller groups makes that information easier to understand and recall. In terms of learned behaviors, we mentally “chunk” or categorize the details of routine events such as getting ready in the morning or thinking about the priorities of our day.

Consider

What are the mental routines people develop—on your site or elsewhere in your organization—to respond to specific situations many reveal areas for improvement?

See Also

Proximity, Uniform Connectedness, Status Quo Bias, Shaping, Sequencing, Familiarity Bias

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In the whirl of our day-to-day interactions, it’s all too easy to forget the nuances that distinguish great teams, great cultures, and great products/services.

Mental Models: An Overview

August 18, 2015

increasing the quality of our thinking

A mental model is an explanation of someone’s thought process about how something works in the real world. It is a representation of the surrounding world, the relationships between its various parts and a person’s intuitive perception about his or her own acts and their consequences.

If used responsibly, mental models can inform marketing, product design, and influence technology. If left unchecked, mental models can turn into foibles or minor weaknesses or eccentricities in our character.

Artificial intelligence and predictive data will continue to advance, enabling exponential growth. In AI and machine learning programs, discrimination is caused by data. This “algorithmic bias” occurs when AI and computing systems act not in objective fairness, but according to the prejudices that exist with the people who formulated, cleaned and structured their data. This is not inherently harmful – human bias can be as simple as preferring red to blue – but warning signs have started to appear.

A research team at the University of California Berkeley distinguished pre-existing biases in training data from the technical biases that arise from the tools and algorithms that power these AI systems and from the emergent biases that result from human interactions with them.

Ultimately, the solutions we embrace (whether technically or process-oriented) are only as good as the data it is trained to analyze. How we assess problems includes pre-existing (human) biases. These impact us on an individual and societal level. This kind of bias was found in a risk assessment software known as COMPAS. Courtroom judges used it to forecast which criminals were most likely to offend. When news organization ProPublica compared COMPAS risk assessments for 10,000 people arrested in one county in Florida with data showing which ones went on to re-offend, it discovered that when the algorithm was right, its decision making was fair. But when the algorithm was wrong, people of color were almost twice as likely to be labeled a higher risk, yet they did not re-offend.

Gaining insight to our mental models are how we understand the world. Not only do they shape what we think and how we understand but they shape the connections and opportunities that we see. Mental models help make the complex simple. complexity, why we consider some things more relevant than others, and how we reason.

A mental model is just that…a model. It’s a tool that enables us to make an abstract representation of a complex issue. Models help our brains filter the details of the world so we can focus on the relevant details of an issue.

A path toward better thinking

The quality of our thinking is proportional to the models we are aware of, and our ability to apply them correctly in a situation. The more models you know, the bigger your toolbox. The more models you apply, the more likely you are to see reality with greater clarity and make better decisions. When it comes to improving your ability to make decisions variety (and volume) matters.

Most of us, however, are specialists. Instead of a latticework of mental models, we have a few from our discipline–a few “rules of thumb.” Each specialist sees something different.

When you look at a forest, do you focus on:

the ecosystem? You might be a botanist.
the impact of climate change? You might be an environmentalist.
the state of the tree growth? You might be forestry engineer.
the value of the land? You might be a business person.

None of these perspectives are wrong. And, none of them see the forest in its entirety. That is the value of cross-disciplinary thinking. Understanding the basics of the other perspectives leads to a more well-rounded understanding of the forest allowing for better initial decisions about managing it. That’s latticework.

By putting these disciplines together in our head, we can gain greater proximity to the problem at hand by seeing it in a three dimensional way. If consider the problem merely from one angle, we’ve got a blind spot. And blind spots can kill you.

A Network of Mental Models for “good humaning”

Building your repertoire of mental models will help you make better decisions. Once you know a few, you will start to make connections between them, helping you create a networked understanding of how you operate as a human being. I’ve collected and summarized the ones I’ve found the most useful. You can use them almost like a deck of cards.

One of the reasons I refer to them as “Foibles” is because these biases are universal to us all. They are what make us human. Succumbing to them clouds our view of the world and contributes to making costly mistakes in our relationships, our businesses, and as a society.

I refer to “good humaning” because between learning and integration lies “the journey”, “the struggle”, “the gap.” Part of our work is learning and re-learning what it means to be a good human or to do “humaning” well, by making better decisions in our relationships, business, and society at large.

Remember: Developing this level of self-awareness about how you and others operate is a lifelong project. Stick with it, and you’ll find that you will see reality more clearly, make better decisions more consistently, and help those you love and care with greater your increased presence.

Mental Models Explained

The Map is not the Territory metaphorically illustrates the differences between belief and reality. The phrase was coined by Alfred Korzybski. Our perception of the world is being generated by our brain and can be considered as a ‘map’ of reality written in neural patterns. Reality exists outside our mind but we can construct models of this ‘territory’ based on what we glimpse through our senses.
Higher Order Thinking moves from the easier and safer anticipation of the immediate results of our actions, to thinking farther ahead and thinking holistically. The first approach ensures we get the same results as everyone else. Second-order thinking requires us to not only consider our actions and their immediate consequences but consider the long game. Failing to think through long term effects can invite crisis and disaster.
Inversion is a common method used in creative ideation sessions, also known as reverse thinking. Instead of following the ‘normal, logical’ direction of a challenge, you turn it around (or an important element in the challenge) and look for opposite ideas.
Insider/Outsider Thinking

More coming!

Mental Models: Visual Imagery

August 17, 2015

VISION TRUMPS ALL OTHER SENSES AND IS THE MOST DIRECT WAY TO PERCEPTION.

How might this apply to great teams and cultures?

People can be impacted by the negative stories attached to stereotypes, both through identification, or just labeling others. Stereotypes influence not only hiring, but also performance, appraisals, and feelings of belonging. These biases can be unconsciously triggered with visual imagery that reinforces stereotypes, or by asking people to identify certain characteristics, like race or age. In addition, exposure to positive or negative portrayals of people of a particular identity will unconsciously impact the way that people of that identity perform under pressure. Further research has shown that even background images will affect people’s behavior, both toward others and subconsciously on their own ability to perform.

How might this apply to great products?Are there opportunities to use visuals to create an emotional response or to speed up response time? If you blur all text, does the imagery convey what you want to communicate? Asking “Can a 5 year old understand this?” is a great way to uncover where text can be replaced or reinforced with an image. Use images to elicit emotions, to make literal associations (an icon or avatar) or suggestive associations (see “Priming”).

Consider

Think about the language and imagery used inside your organization for internal communications. Do they highlight inclusion rather than exclusion, and opportunity rather than limitation?

See Also

Aesthetic-Usability Effect, Juxtaposition, Priming, Conceptual Metaphor, Proximity, Uniform Connectedness, Contract, Recognition over Recall, Affect Heuristic

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In the whirl of our day-to-day interactions, it’s all too easy to forget the nuances that distinguish great teams, great cultures, and great products/services.

Thought Series: The Value of Coaching

August 14, 2015

COACHING

Thought Series provides actionable ideas and anchors for reflection on your life or your work.

The International Coach Federation made a client study of what was gained from coaching

Professional coaching brings many wonderful benefits: fresh perspectives on personal challenges, enhanced decision-making skills, greater interpersonal effectiveness, and increased confidence. And, the list does not end there. Those who undertake coaching also can expect appreciable improvement in productivity, satisfaction with life and work, and the attainment of relevant goals.

INCREASED PRODUCTIVITY

Professional coaching maximizes potential and, therefore, unlocks latent sources of productivity. At the heart of coaching is a creative and thought-provoking process that supports individuals to confidently pursue new ideas and alternative solutions with greater resilience in the face of growing complexity.

POSITIVE PEOPLE

Building the self-confidence of employees to face challenges is critical in meeting organizational demands. In the face of uncertainty caused by workforce reductions and other factors, expectations of the remaining workforce in a suffering company are very high. Restoring self-confidence to face the challenges is critical to meet organizational demands.

RETURN ON INVESTMENT

Coaching generates learning and clarity for forward action with a commitment to measurable outcomes. The vast majority of companies (86%) say they at least made their investment back.

SATISFIED CLIENTS

Virtually all companies and individuals who hire a coach are satisfied. If your company is not thriving, coaching is an effective catalyst for change.

Source: ICF Global Coaching Client Study (2009) was commissioned by the ICF but conducted independently by PricewaterhouseCoopers.

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Thought Series: Coaching

August 14, 2015

COACHING

Thought Series provides actionable ideas and anchors for reflection on your life or your work.

Executive Coaching applies to a wide range of leaders and up-and-coming leaders: C-suite executives, leadership teams, managers, entrepreneurs and business owners, and up-and-coming talent. Executive coaching is an efficient, high-impact process that helps high-performing people in leadership roles improve results in ways that are sustained over time.

It is efficient because, unlike traditional consulting assignments, it does not require invasive processes, large outside teams, and lengthy reports and analyses to get results.

It is a high-impact process because Executive Coaches typically work with clients in short meetings (i.e., 30 minutes per session). During this time, we will work together to generate important insights, gain clarity, focus, and make decisions to improve performance.

Executive coaching works with high-performing people in leadership roles. It is not therapy, meant to “fix” a person. However, it helpful to have support from time to time in order to perform better. Finally, my goal as an Executive Coach is to improve results in ways that are sustainable over time.

My clients want some sort of outcome, usually related to improved profits, career success, organizational effectiveness, or career and personal satisfaction. At the same time, coaching is about helping people improve their own capabilities and effectiveness, so that the results and performance improvements last.

WHAT COACHING IS NOT

Not therapy
As noted earlier, executive coaching is not therapy. I am not here to fix you. However, I do ask powerful questions that inquire about why you behave the way they do, or inquire about your beliefs and values that might be causing you to behave the way you do, etc. The questions are about understanding how you can embrace more empowering beliefs and values to get the results they want to get?

Not interim management
Likewise, executive coaching is not the same thing as interim management. I am not stepping in to do the job for you. Instead, I am a “shadow leader” working behind the scenes to help you succeed and improve in lasting ways.

Not consulting
Consultants tend to conduct analysis and make recommendations to clients. Coaches are more non-directive, relying on clients to come up with the answer. If the client needs data or an analysis, the coach holds the client accountable for doing that work. Receiving coaching is not the same as outsourcing your brain.

Not a crystal ball
Finally, my job as an executive coach is not to be a “crystal ball” that magically provides an answer. As a coach, I will intervene and provide advice when appropriate. But I’ll engage in dialogue with you, and then customize a tool or solution that works for your unique solution. Sometimes there is no easy answer, and my value will be to support you in making decisions with incomplete information.

MY CLIENTS

My clients are mid to senior level leaders, spanning multiple sectors. They are values-driven, and focus on work that has meaning.

When these leaders understand what drives their best thinking, they can show up every day and consistently lead from that place. That’s when great things happen. Employees play how they are coached – they follow your lead on what is permissible. If standards rise, expectations increase and performance takes off.

Leaders at all levels of organizations increasingly seek coaching to complement training and other development tools for employees because the return on investment is convincing (see What is the value of coaching?).

The impact can be enormous, and my clients find they benefit most from working with me to:

Establish executive presence both internally and externally through thought leadership
Solidify equal footing with board members, investors, industry thought leaders and all stakeholders
Activate their power-base to leverage and maximize their influence

What does a typical 6-month coaching engagement look like?

Discovery Session
Leadership 360 Report
1:1 Coaching — up to 20 hours
Action planning for goals
Observation as needed (up to 6 hours)
Critical Coaching — (Limited access for brief calls/emails.)
Thought Leadership & Strategic Operational Support (i.e., management of monthly business reviews, annual strategic calendar)
Strategic Introductions (client dependent)

schedule a call!

MENTAL MODELS: SENSORY APPEAL

August 14, 2015

WE ARE ENGAGED BY AND MORE LIKELY TO RECALL THINGS THAT APPEAL TO MULTIPLE SENSES.

How might this apply to your business?
Can you appeal to more senses than just sight or touch? Look for opportunities to add images, audio—maybe even the suggestion of smell or taste through copy and visuals. While audio is an obvious choice for videos or music sites, find subtle ways you can add these same cues to hovers, clicks, log-outs and other routine actions. Look for places to augment test with imagery.

See also: Juxtaposition, Uniform Connectedness, Visual Imagery, Contrast

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In the whirl of our day-to-day interactions, it’s all too easy to forget the nuances that distinguish great teams, great cultures, and great products/services.

Mental Models: Humor Effect

August 14, 2015

HUMOROUS ITEMS ARE MORE EASILY REMEMBERED—AND ENJOYED!

How might this apply to great teams and cultures?

The basic principle of humor is that it is unexpected in some way. In learning contexts, use humor to:

Ease new knowledge acquisition and retention
Reduce hostility
Deflect criticism
Relieve tension
Improve morale
Help communicate difficult messages

How might this apply to your business?

Humor can be a useful tool in the sales person's toolbox, but it must be used with care. When people are relaxed, they trust more and will hence share more personal information, accept 'facts' from others and generally be willing to buy. Humor is a way of relaxing people and can easily put them in a good mood.

Some companies build humor into their entire brand. Delta, SouthWest Airlines, and Virgin are examples of organizations that incorporate humor into their brand. These companies can legitimately make fun of themselves, though they are yet deadly serious about delivering excellent customer experience.

Almost any online test is an opportunity to add humor. But don’t stop there: think about interactions and how they can be made humorous. Just as humor is injected into a conversation, we can easily add humor to hover actions, button clicks, three-step processes and other user actions.

Consider

Humor is a surprisingly useful and subtle way of persuading. How do you incorporate the element of surprise or humor to spark interest in what you are doing?

See Also

Affect Heuristic, Peak-End Rule, Surprise, Delighters

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In the whirl of our day-to-day interactions, it’s all too easy to forget the nuances that distinguish great teams, great cultures, and great products/services.

Thought Series: Creativity is about combinations

August 13, 2015

INNOVATION & CREATIVITY

Thought Series provides actionable ideas and anchors for reflection on your life or your work.

FREDRIK HÄRÉN, AUTHOR OF THE IDEA BOOK HAS A VERY ELEGANT EXPRESSION FOR IDEAS. HE SAYS, “IDEAS ARE WHEN A PERSON TAKES KNOWLEDGE AND COMBINES IT IN A NEW WAY.” IN FACT, THERE ARE NO NEW IDEAS. NOT REALLY. ALL IDEAS ARE NEW COMBINATIONS OF ALREADY EXISTING THINGS.

You don’t have a climb a mountain and wait for an idea no one has ever thought about. When you learn about something new, you combine them into something new. The newness is your uniqueness. It is the sum of your values, beliefs, ideals, motivations and traditions that guide your ability to learn and even your identity.

Angry birds. Genius.

What ideas are you playing with?