Error of Mental Models? LO1890

Doug Seeley (100433.133@compuserve.com)
30 Jun 95 11:36:18 EDT

Replying to LO1823 --

In a recent posting Michael McMaster LO 1809....which I replied to in LO 1823,

he raised the issue of the inappropriateness of using the "Sacred Cow"
concept of a Mental Model, that instead he preferred an approach based
upon the stacking of conversations [I have assumed that this is related to
the work of Winograd and Flores on the Conversations for Action model, and
the related work of the philosopher, Searle... Am I right, Michael??]

I happen to use at various times, both of these approaches, but
particularly the Mental Models (using my own modelling paradigms) when
addressing the rigidities, fixities and other barriers to effective change
and action within organizations.... However, I have run into strong
opposition to presuming mental models about others before, and wonder
whether Mike or anyone on the List has any examples of situations where
this is clearly inappropriate?? Or does the problem lay in making

Is there a body of knowledge on the application of the "stacked
conversations for action" approach in assessing the systemic qualities of
organizations??

Such a discussion would be especially important for me, as the existence
of these various conceptual blocks in corporate cultures is a living
reality which our business encounters and tries to handle by a kind of
systems mental model assessment. Are we really off base with this one??

--
Dr. Doug Seeley	InterDynamics Pty. Ltd. (Australia) in Geneva,
Switzerland
		e-mail: Compuserve 100433.133 and Fax: +41 22 756 3957
				"Choice and Chance are One."