Changing Mindsets

Developing a new collaborative mental model alone is not enough, however. Institutions and mental models are closely related and sometimes a change in a mental model also requires institutional change. Barker suggests that when adopting a new paradigm, all aspects of the system must change in accordance with the new paradigm. Paradigm shifting, therefore, does not become fully operable until all parts of the system are changed and aligned with the new paradigm.

Furthermore, if leaders and their organisations are to develop a different mental model to facilitate a collaborative, high trust environment, it will be necessary for people to go beyond merely learning new skills: it requires the development of new orientations, a change in corporate culture, vision and values. Moving the organisation in the right direction also entails working to transcend the sorts of internal politics and game playing that dominate traditional organisations. It means fostering openness and seeking to distribute business responsibly far more widely while retaining coordination and control.