Jump to ContentJump to Main Navigation
Building Cultures and Climates for Effective Human ServicesUnderstanding and Improving Organizational Social Contexts with the ARC mode$
Users without a subscription are not able to see the full content.

Anthony L. Hemmelgarn and Charles Glisson

Print publication date: 2018

Print ISBN-13: 9780190455286

Published to Oxford Scholarship Online: June 2018

DOI: 10.1093/oso/9780190455286.001.0001

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 17 September 2021

The Role of Mental Models in Organizational Change

The Role of Mental Models in Organizational Change

Chapter:
(p.93) 8 The Role of Mental Models in Organizational Change
Source:
Building Cultures and Climates for Effective Human Services
Author(s):

Anthony L. Hemmelgarn

Charles Glisson

Publisher:
Oxford University Press
DOI:10.1093/oso/9780190455286.003.0008

This chapter describes ARC’s third strategy of employing mental models. This strategy fosters reasoning and thinking that reinforces the use of ARC’s organizational components and that maintains alignment with ARC’s five principles of effective service organizations. Reasoning and thinking are reflected in the mental representations of work experiences service providers hold, and these mental models guide priorities followed when providing services. Case examples are provided to illustrate work with mental models to influence organizational members’ thinking, reasoning, and subsequent actions to improve service quality and outcomes. This chapter reviews the empirical evidence for mental models, including research from social cognition and neuroscience. The description of this strategy highlights several activities and techniques used to explore and alter mental models. These activities foster examination of implicit assumptions and beliefs that help drive reasoning and thinking toward or away from ARC’s key organizational principles, tools, and desired OSCs.

Keywords:   mental models, implicit beliefs, mindsets, ARC, organizational priorities, service quality, organizational social contexts, implicit assumptions, alignment

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .