Our mental models are deeply embedded assumptions, generalisations, and images that influence the way we understand the world we see and the actions we take. Mental models are created from our early life experiences, parental values, education, and ongoing events that shape our thinking and our attitudes. Being aware of how we undertake this process is essential to our learning.

Based on work by Chris Agyris ("Ladder of Inference", 1982), the Systems Diagram shows how we observe data, select that data, add meaning to it, then make assumptions about it and draw conclusions from those assumptions.

From these conclusions we adopt beliefs and then select appropriate strategies. The danger is however, the stronger we hold onto our beliefs the more we will select data and add meaning to that data in a way that reinforces our beliefs (World View).

Mental models therefore effect the way we develop organisational structure, processes and policies. Without surfacing these mental models we fail to understand how they influence the systems we are confronted with, or the decisions we make about every element of our business - including customers, markets, suppliers and employees.

In the work we do in Scenario Planning and Organisational Change we have used various tools for the surfacing of Mental Models to great effect.