building flexible mental models - school of dentistry · 2. body awareness 3. emotional regulation...

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InnovationAdvancementwww.innovationadvancement.caDorothyGarloughdgarlough@innovationadvancement.ca613-433-2186

©2019InnovationAdvancement

BUILDINGFLEXIBLEMENTALMODELS

AgilityforSuccessinDentalPractices

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AGILETHINKING–AVERAGEISOVER!EXPANDINGYOURTHINKINGTOOLS

AGILITY OF THINKING - Therateatwhichyoulearnandprogressintheworlddependsonhowwillingyouaretoweighthemeritofnewideas,evenifyoudon’tinstinctivelylikethem.Perhapsespeciallyifyoudon’tlikethem.

What Are Mental Models?

Mentalmodelsenableustomakesenseoftherealworld.Theyarearepresentationofthesurroundingworld,therelationshipsbetweenitsvariouspartsandourownintuitiveperceptionaboutouractionsandtheirconsequences.Amentalmodelisakindofinternalsymbolorrepresentationofexternalreality,andtheycanhelpshapebehaviourandsetanapproachtosolvingproblems(similartoapersonalalgorithm)anddoingtasks. Objective:MentalModelsRecognitionIncreasesAgilitywith:

1. AdaptingtoChange2. OvercomingBiases3. MakingBetterDecisions

Change is Upon Us

“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”

- Charles Darwin

Background – This course stems from the curiosity to better navigate work and life in a more informed, conscious and empowered manner. My research has illuminated the science of how we think and how mental models and biases influence our flexibility to change, understanding of others and making good decisions. Through the analysing of the data, insights have been gained, resulting in recommendations highlighted throughout this course on how we might safeguard against mental models that do not serve us well, both in the workplace and our personal lives. By becoming conscious of our default thinking systems, we gain access to broader thinking tools that lead to agile thinking in our ever-changing environments. The result is that we can consciously create tomorrow, starting today!

Wereceive11millionbitsofinformationinamoment,butcanonlyconsciously

process40bits.


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TheNeedforMeaninginourlives-Personalandprofessionalsatisfactionislinkedtothemeaninginourwork.

TheMillennialWay–CREATINGABETTERTOMORROW

CSR–GOODFORALL

• Improvespublicimage• Increasedmediacoverage• Encouragespersonal&professional

growth• Promotesindividualphilanthropy• Boostemployeeengagement• Attractsandretainsinvestors• Itiscreatingtomorrowtodayina

positivemanner

ChangesinDentistry

• MoreDentists• MoreHygienists• CostRising•

Corporate/Multipleowners’models

• Technology–AI• Aging

population• Migratingto

Preventive


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Whatisonechangeisyourteamfacingpresently?________________________________________________Whereisyourteaminthechangeprocess?________________________________________________________

“The attention which we lend to an experience is proportional to its vivid or interesting character: and it is a notorious fact that what interests us most vividly

at the time is, other things equal, what we remember best. – William James

CognitiveEase(SystemI)orfluencyisthemeasureofhoweasyitisforourbrainstoprocessinformation.AccordingtoDanielKahneman,cognitiveeaseisbothacauseandaconsequenceofapleasantfeeling.Cognitiveeasemakeusfeelmorefavourabletowardthingsthatarefamiliar,easytounderstandandeasytoseeorread.Ifwefeeluneasy,uncertainand/orsenseaproblem,weengagesystem2(CognitiveStrain). Cognitive Strain (System II) occurs when our brain is making multiple mental calculations, reading instructions in a poor or faint font, decoding complicated language or when we are in a bad mood (or even just frowning). Sciencesupportsthatthereisadefaultsystemtoseekcognitiveease.Lookingatourbiasesengagesusandismorecognitivestrain.

Some Examples of Mental Models

Confirmationbias(orconfirmatorybias)isatendencytosearchfororinterpretinformationinawaythatconfirmsone'spreconceptions,leadingtostatisticalerrors.

AnchoringBiasisthehumantendencytorelytooheavily,or"anchor,"ononetraitorpieceofinformationwhenmakingdecisions.Duringdecision-making,anchoringoccurswhenindividualsuseaninitialpieceofinformationtomakesubsequentjudgments.Onceananchorisset,adjustingawayfromthatanchormakesotherjudgements,andthereisabiastowardinterpretingotherinformationaroundtheanchor.HindsightBias-alsoknownastheknew-it-all-alongeffectorcreepingdeterminism,istheinclination,afteraneventhasoccurred,toseetheeventashavingbeenpredictable,despitetherehavingbeenlittleornoobjectivebasisforpredictingit.IllusionofExplanatoryDepth-Itisthesensethatoneunderstandscausallycomplexphenomenamoredeeplythanoneactuallydoes.Precisionanddeepunderstandingismissing.AnalysisParalysis–occurswhenanindividualbecomessolostintheprocessofexaminingandevaluatingvariouspointsofdataorfactorsforaproblemthattheyareunabletomakeadecision.FirstOrderandSecondOrderThinking–Lookingattheconsequenceofdecisionsafewstepsinthefuture.


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Thekey,atalltimes,istothink,Thisbiasleadstoawholeslewofthings,suchas:-under-estimatingrisk,over-estimatingrisk,undueconfidenceintrends/patterns,undueconfidenceinthelackofside-effects,problems,andunforeseenconsequences.

Whatisonetheabovebiasesthatcouldbeinfluencingthechangeatyourworkplace?__________________________________________________________________________________Howcanthisbecounteracted?__________________________________________________________

UNCONSCIOUSBIAS

Whomightbeexperiencingbiasesindentaloffices?WomenOlderAdultsEthnicGroups

3Strategiesyoucanuseatwork(andhome)toguardagainstmentalmodels.1. Seekoutdisconfirmingevidence.2. Askyourself…whatifsomeoneIlikewasproposingthis?3. Dotheworktohaveanopinion.


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4StrategiestoOvercomingUnconsciousBias-Organizationally

1. Structuretogaugesuccess–whatdoessuccesslooklike,specifically?2. Strike a careful balance between limiting defensiveness about unconscious bias,

while communicating the importance of managing bias. 3. Structure the content around workplace situations. 4. Make it action oriented.

Personal/ProfessionalSafeguardsAgainstUnconsciousBias• Holdyourselfaccountable• Questionyourfirst

impressions• Justifyyourdecisions

Howcanyoupersonallyguardagainstunconsciousbiasinyourworkplace?Awarenessofunconsciousbiascanleadtochangingbehaviour,makingyourworkplacemoreinclusive,collaborativeandcompetitive(inafriendlymanner.)

• Empowereveryonetocalloutunconsciousbias• Createacultureofcallingoutunconsciousbias• Makeothersjustifydecisions• Makedecisionscollectively

Specific Strategies in the workplace to guard against biases • Increase feelings of belonging • Defining what qualifications matter before making people related

decisions • Consistently evaluate and innovate organizational processes


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Criticalthinking-Attheheartofcriticalthinkingisaformofcooperativeargumentativedialoguebetweenindividuals,basedonaskingandansweringquestionstostimulateexpansivethinkingandtodrawoutideasandunderlyingpresuppositions.Throughthequestionsweask,wecanuncoverinsightsaboutthebeliefsweholdthatmaybehinderingclarityandunderstanding.Effectivecriticalthinkingsearchesforgeneral,commonlyheldtruthsthatshapebeliefsandscrutinizesthemtodeterminemorebroadenedmentalmodels. 1. Questions for clarification: • Why do you say that?

• How does this relate to our discussion?

2. Questions that probe assumptions: • What could we assume instead? • How can you verify or disapprove that

assumption?

3. Questions that probe reasons and evidence: • What would be an example?

THOUGHTSBELIEFS

ATTITUDESHABITS

BEHAVIOR

create

BLINDSPOTS!!

BasedonresearchbyChrisArgyris&PeterSenge

StepstoSafeguardAgainstSelectiveData

1. Questionyourperceptionsandassumptions2. Seektounderstand3. Seekcontrarydata4. Say“Imightbewrong”5. Humblepie

6.Askquestions

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• What is.... analogous to? • What do you think causes to happen...?

Why:?

4. Questions about Viewpoints and Perspectives:

• What would be an alternative? • What is another way to look at it? • Would you explain why it is necessary or

beneficial, and who benefits? • Why is the best? • What are the strengths and weaknesses of...? • How are...and ...similar? • What is a counter argument for...?

5. Questions that probe implications and consequences:

• What generalizations can you make? • What are the consequences of that

assumption? • What are you implying? • How does...affect...? • How does...tie in with what we learned

before? • "What might happen if this issue is

neglected?

• What was the point of the question? • Why do you think I asked this? • What does...mean? • How does…apply to everyday life? • “Why do you think it important?”

The“onespermgetsin”approachANDWESHUTOFFOURTHINKING

FixedMindsetGrowthMindsetIntelligenceisstaticIntelligencecanbedeveloped

LeadstoadesireTolooksmartAndthereforeaTendencyto…

LeadstoadesireTolearnandThereforeaTendencyto…

CHALLENGES

OBSTACLES

EFFORT

CRITICISM

TWOMINDSETS

SUCCESSOFOTHERS

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Asaresult,theymayplateauearlyandachievelessthanfullpotential.

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theirAllthisconfirmsadeterministicviewoftheworld.

BasedonworkbyCarolS.Dweck,PhD.

Avoidchallenges

GiveupEasily

SeeseffortasFruitlessorworse

IgnoresusefulNegativefeedback

FeelsthreatenedBythesuccessOfothers

Embraceschallenges

PersistintheFaceofsetbacks

SeeseffortasthePathtomastery

Learnsfromcriticism

Asaresult,everhigherlevelsofAchievementreached

Greatersenseoffreewill

FindslessonsandInspirationinthesuccessOfothers

“The passion for stretching yourself and sticking to it, even (or especially) when it’s not going well, is the hallmark of the growth mindset.” -Carol Dweck

6.Questionsaboutthequestion:


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Mindfulness–tappingintoConsciousChangeMindfulnessisnon-judgmentalattentiontoexperiencesinthepresentmoment.Itinvolvesattentionontheexperienceofthoughts,bodysensations,emotionsandobservingthemastheyariseandgoaway.Intentionallypayingattentionwithanon-judgmentalattitudemayleadtoimportantchangesinperspective:adecenteringthatinvolvesinsight,exposure,non-attachment,enhancedmind-bodyfunctioning,andintegratedfunctioning.Twocentralcomponents:(1)regulationofattentiontokeepitontheimmediateexperience;(2)approachingexperienceswithcuriosity,openness,andacceptance,regardlessofwhethertheyarepositiveornegative.

MindfulnessBenefits

1. Attentionregulation2. Bodyawareness3. Emotionalregulation

• Cognitivereappraisal• Exposure,extinctionand

reconsolidation4. Changeinperspectiveonyourself5. Selfcompassion6. Creativity

ToolsforPromotingMindfulness

1. Schedule time to think 2. Go slow 3. Breathe 3. Ask critical thinking questions. 4. Look objectively at your own biases. 5. Meditate & breathe some more


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DecisionJournal–ThestudyofOurDecisions

1. Thesituationoncontext2. Theproblemstatementorframe3. Thevariablesthatgovernthesituation4. Thecomplexityasyouseeit5. Alternativesthatwereseriouslyconsideredandwhytheywerenotchosen

(theworkrequiredinhavinganopinion)6. Aparagraphexplainingtherangeofoutcomes7. Aparagraphexplainingwhatyouexpecttohappenandthereasoningand

actualprobabilitiesyouassigntoeachprojectedoutcome(Thedegreeofconfidencematters,alot.)

8. Thetimeofdayyouaremakingthedecisionandhowyoufeelphysicallyandmentally(Ifyouaretired,forexample,writeitdown.)

What is a decision that needs to be made around the changes in your office? _________________________________________________________

For yourself?______________________________________________

How can you move these decisions forward consciously?_______________________

Conclusion:Allhumanbeingshavementalmodels,whetherawareofthemornot.Cultivatingamindsetofopennessandreflectioncallsoutmentalmodelsthatdonotserveus,orsocietywell.Thisawarenessisthefirststeptotheconsciouschangeprocess.Growingthementalmuscleofbiasesrecognitionmovesusforwardinthechangeprocess,promotingagilityinthinking,deeperconnectionwithothers,betterdecisionmakingandamindfulnesstoconsciouslycreatingtomorrow…startingtoday!Aspreventivehealthcareprovidersthistranslatesintoourownprofessionalsatisfaction,bettercareforourpatientsthatinturn,elevatesallofsociety.Itisgood!

Contrariwise,” continued Tweedledee, “if it was so, it might be; and if it were so, it would be; but as it isn’t, it ain’t. That’s logic.”

— Lewis Carroll, Through the Looking-Glass

PracticalToolsforBetterDecisionsandBetterResults

v Long-TermvsShortTermv Slow-ThinkingvsFastThinking(Pause,Think,Act)

v InformedvsUninformedOpinion


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ReferencesAchterberg,B.(n.d.).WhatDoesElonMuskMeanWhenHeSaid"Ithinkisisimportanttoreasonfromfirstprinciplesratherthanbyanalogy.Retrieved1116,2018fromQuora:https://www.quora.com/What-does-Elon-Musk-mean-when-he-said-I-think-it%E2%80%99s-important-to-reason-from-first-principles-rather-than-by-analogyAriely,D.(n.d.).Irrationality,BadDecisions,andtheTruthAboutLies:MyConversationwithDanAriely[TheKnowledgeProjectEp.#33].(FarnamStreet)Retrieved1002,2018fromTheKnowledgeProjectpodcast:https://fs.blog/dan-ariely/CalabS.Furlough,D.J.(2018,May7).MentalModels:StructuralDifferencesandtheRoleofExperience.Retrieved1001,2018,fromJournalofCognitiveEnginneeringandDecisionMaking:https://journals.sagepub.com/doi/10.1177/1555343418773236Catalyst.(n.d.).UnconsciousBias.Retrieved1029,2018fromCatalyst:https://www.catalyst.org/be-inclusive/unconscious-biasCialdini,R.(1984).ThePsychologyofInfluenceofPersuasion.NewYork,NewYork,USA:WilliamMorrowandCompany.Dalio,R.(2017).Principles.NewYork,NewYork,USA:SimonandSchuster.Drori,J.(n.d.).WhatWeThinkWeKnow.Retrieved0909,2018fromTED:https://www.ted.com/talks/jonathan_drori_on_what_we_think_we_knowFarnamStreet.(n.d.).MentalModels:TheBestWaytoMakeIntelligentDecisions(109ModelsExplained).Retrieved1103,2018fromFarnamStreet:https://fs.blog/mental-models/Galef,J.(n.d.).TheArtofChangingMinds:MyConversationWithJuliaGalef[TheKnowledgeProjectEp.#8].(FarnamStreet)Retrieved0911,2018fromTheKnowledgeProjectpodcast:https://fs.blog/julia-galef/Hanson,R.(2008).Buddha'sBrain.Oakland,CA,USA:NewHarbingerPublication.Interlandi,J.(2016,0205).NewEstimateBooststheHumanBrain'sMemoryCapacity10-Fold.Retrieved1023,2018fromScientificAmerican:https://www.scientificamerican.com/article/new-estimate-boosts-the-human-brain-s-memory-capacity-10-fold/Johnson-Laird,P.N.(2013,March26).MentalModelsandCognitiveChange.Retrieved0909,2018,fromJournalofCognitivePsychology:http://mentalmodels.princeton.edu/papers/2013mm-in-cog-change.pdfKahneman,D.(2011).ThinkingFastandSlow.AnchorCanada-divofRandomHouse.Keltner,D.S.-T.(2018,0505).TheScienceofHappiness.Exonlinecourse6weeks.SanFrancisco,CA,USA.Lajium,D,Denis,A.(2014,06),Mentalmodelsinscienceeducationresearch.Retrieved08,31,2018fromResearchGate:gttps://www.researchgate.net/publication/320866584_Mental_models_in_science_education_researchMark,H.(2013).TheMostImportantThingIlluminated.NewYork,NewYork,USA:ColumbiaUniversityPress.

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Nease,B.(n.d.).HowYourBrainKeepsYouBelievingCrapthatIsn'tTrue.Retrieved1016,2018fromFastCompany:https://www.fastcompany.com/3063319/how-your-brain-keeps-you-believing-crap-that-isnt-trueParrish,S.(n.d.).3ThingsEveryoneShouldKnowAbouttheAvailabilityHeuristic.(FarnnamStreet)Retrieved0922,2018fromFarnamStreetblog:https://fs.blog/2011/08/mental-model-availability-bias/Parrish,S.(n.d.).CognitiveExhaustion:RestingYourMentalMuscle.Retrieved1102,2018fromFarnamStreet:https://fs.blog/2015/02/cognitive-exhaustion/Parrish,S.(n.d.).FirstPrinciples:TheBuildingBlocksofTrueKnowledge.(FarnamStreet)Retrieved1112,2018fromFarnamStreetblog:https://fs.blog/2018/04/first-principles/Parrish,S.(n.d.).GettingBetterbyBeingWrong:MyconversationwithPokerProAnnieDuke.(FarnamStreet)Retrieved0916,2018fromTheKnowledgeProject:https://fs.blog/annie-duke/Parrish,S.(n.d.).HowToThink.(FarnameStreetpodcasts)Retrieved1111,2018fromFarnamStreet:https://fs.blog/2014/02/how-to-think/Parrish,S.(n.d.).MentalModel:Anchoring.Retrieved1105,2018fromFarnamStreetblog:https://fs.blog/2009/08/mental-model-anchoring/Parrish,S.(n.d.).ReciprocationBias.(FarnamStreet)Retrieved1111,2018fromFarnamStreetblog:https://fs.blog/2017/09/reciprocation-bias/Parrish,S.(n.d.).SocialProof:WhyWeLooktoOthersForWhatWeShouldThinkandDo.Retrieved1102,2018fromFarnamStreet:https://fs.blog/2009/09/mental-model-social-proof/Parrish,S.(n.d.).TheArtofChangingMinds:MyConversationWithJuliaGalef[TheKnowledgeProjectEp.#8].(F.Street,Producer)Retrieved0922,2018fromTheKnowledgeProjectpodcast:https://fs.blog/julia-galef/Parrish,S.(n.d.).WhatisHindsightBias.(FarnamStreet)Retrieved1012,2018fromFarnamStreetarticles:https://fs.blog/2009/08/what-is-hindsight-bias/Parrish,S.(n.d.).WilliamJamesonHabit.(FarnamStreet)Retrieved1117,2018fromFarnamStreetblog:https://fs.blog/2013/05/william-james-on-habit/PhD,R.H.Resilient,HowtoGrowanUnshakableCoreofCalm,Strength,andHappiness.NewYork,NewYork:HarmonyBooks.Senge,C.A.(n.d.).usgs.gov.Retrieved1111,2018fromTheLadderofInference:https://www2.usgs.gov/humancapital/ecd/professionaldevtools/LadderofInference.pdfStreet,F.(n.d.).MentalModels.Retrieved1101,2018fromFarnamStreet:https://fs.blog/mental-modelsVoss,C.(2016).NeverSplittheDifference.NewYork,NewYork,USA:HarperColling.

building flexible mental models - school of dentistry · 2. body awareness 3. emotional regulation...

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