How sharing mental models can lead to stagnation

Deborah A. Blackman

    Research output: Chapter in Book / Conference PaperConference Paper

    Abstract

    ![CDATA[This paper argues that strongly shared mental models, far from encouraging learning and developing knowledge, can actively prevent them, leading to stagnation. An analysis of learning and knowledge development in learning and non-learning organisations demonstrated few differences.It is shown that the use of targets to encourage learning (developed from new visions and mental models), the type and levels of knowledge being gained, as well as the difficulties inherent in learning transfer itself, will all lead to problems which culminate in the system's openness being challenged and to companies predeterming knowledge acquisition. Such predermination constructs a boundary around the organisation and what is seen as acceptable within it so that, although new knowledge may enter the system, the likelihood of its usefulness being recognised seems low and much may be rejected. The possibility that the filtration systems developed from strongly shared mental models may lead to stagnation and, ultimately, organisational failure is considered.]]
    Original languageEnglish
    Title of host publicationManagement in a World of Diversity and Change: Proceedings of the SAM/IFSAM VIIth World Congress, Göteborg, Sweden, 5-7 July, 2004
    PublisherSchool of Economics and Commercial Law, Goteburg University
    Number of pages1
    Publication statusPublished - 2004
    EventSAM/IFSAM World Congress -
    Duration: 1 Jan 2004 → …

    Conference

    ConferenceSAM/IFSAM World Congress
    Period1/01/04 → …

    Keywords

    • organizational learning
    • knowledge
    • organizational effectiveness
    • mental models
    • stagnation

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