Part 2
Becoming Aware of Different Perspectives
Observing reality involves gaining an awareness of the context and nature of the issues an organization is facing. However, there is also a need for organizations to understand how different groups of people and stakeholders perceive these issues. Trends in social development work have emphasized the use of qualitative research methods and participatory methods of data collection and analysis, giving testimony to the increasing importance attributed to understanding these different perceptions. In addition, the internal perspectives within an organization may differ depending on the diverse interests of different departments, groupings or individuals. The task then is to bring these different external and internal perspectives into the core of organizational understanding.
Opening the opportunity to explore the different viewpoints within an organization, and of its different stakeholder groups, can enable an organization to begin to observe and make sense of its own reality. This may involve taking the time to slow down and allow people to become aware of their own thought processes, or ‘mental models’, but also to explore other perspectives and ways of thinking. Recognizing that we each have our own mental models can help when exploring the way different individual perceptions influence processes of collective reflection within organizations (see text box below).
Mental Models
‘Mental models’ can be described as deeply ingrained assumptions and practices that influence how individuals within any organization or group understand and interact with their environment. According to the organizational learning specialist Peter Senge (1990), such preconceived ideas are shaped by experience, social and cultural background, as well as the organizational context in which these individuals operate. These mental models act as filters for the selection and interpretation of information as it crosses organizational boundaries. Mental models therefore determine the ways in which the individuals within an organization analyses and interpret information and adapt organizational strategies.
The willingness to recognize mental models and flexibility to revise them within an organization can be nurtured by striking the balance between creating space for collective reflection and analysis but also providing clear direction and leadership. This can be a long and gradual process since it is often difficult for individuals or organizations to break out of their ‘mental trap’ or mindset.
Encouraging people to stand back from their habitual ways of perceiving the world and not be constrained by per-determined frameworks can also enhance an awareness of different perspectives. One practical tool that can help to recognize and explore different ways of thinking is the ‘six thinking hats’ methodology developed by Edward de Bono.
Becoming Aware of Different Perspectives
Observing reality involves gaining an awareness of the context and nature of the issues an organization is facing. However, there is also a need for organizations to understand how different groups of people and stakeholders perceive these issues. Trends in social development work have emphasized the use of qualitative research methods and participatory methods of data collection and analysis, giving testimony to the increasing importance attributed to understanding these different perceptions. In addition, the internal perspectives within an organization may differ depending on the diverse interests of different departments, groupings or individuals. The task then is to bring these different external and internal perspectives into the core of organizational understanding.
Opening the opportunity to explore the different viewpoints within an organization, and of its different stakeholder groups, can enable an organization to begin to observe and make sense of its own reality. This may involve taking the time to slow down and allow people to become aware of their own thought processes, or ‘mental models’, but also to explore other perspectives and ways of thinking. Recognizing that we each have our own mental models can help when exploring the way different individual perceptions influence processes of collective reflection within organizations (see text box below).
Mental Models
‘Mental models’ can be described as deeply ingrained assumptions and practices that influence how individuals within any organization or group understand and interact with their environment. According to the organizational learning specialist Peter Senge (1990), such preconceived ideas are shaped by experience, social and cultural background, as well as the organizational context in which these individuals operate. These mental models act as filters for the selection and interpretation of information as it crosses organizational boundaries. Mental models therefore determine the ways in which the individuals within an organization analyses and interpret information and adapt organizational strategies.
The willingness to recognize mental models and flexibility to revise them within an organization can be nurtured by striking the balance between creating space for collective reflection and analysis but also providing clear direction and leadership. This can be a long and gradual process since it is often difficult for individuals or organizations to break out of their ‘mental trap’ or mindset.
Encouraging people to stand back from their habitual ways of perceiving the world and not be constrained by per-determined frameworks can also enhance an awareness of different perspectives. One practical tool that can help to recognize and explore different ways of thinking is the ‘six thinking hats’ methodology developed by Edward de Bono.
