It’s true that the biggest barrier to improved performance is our own constraining “mental model” about how we should conduct ourselves. It’s not just what we do; it’s our own perceptions of the world and how we think. Our constraints don’t come from the outside world, they come from within. If we can overcome these our effectiveness will surely rise.
Mental Models relates to the deeply held internal images of how the world works, images that limit us to familiar ways of thinking and acting. As a community we don’t engage much in self reflection, even though we often say we wish we had the time to do it. Taking the time to deepen our knowledge of the external environment, the trends and stresses in the field, and especially our own experiences, is critical for improving performance.
Like everyone, we are reluctant to hold a mirror up to ourselves. There is virtually no critical analysis of performance. Outsiders don’t write much about us. In those rare cases of “real” criticism, our mores suggest that we have little responsibility to publicly respond, defend, to argue, to justify. Things tend to go silent.
Also systematic ongoing data collection and dissemination to a standard practice is required for doing better as such information could be useful for learning form the past and improving in future.
We can choose to be better if we decide. We don’t have to finish up the job, but infact we have to start it again with a view of DOING IT BETTER THAN BEFORE.
Back to Top
|