Thought and Reflection

In order to frame for others, we must first frame for ourselves. To frame internally, we draw upon our mental models. In his book The Fifth Discipline, Peter Senge (1990, p. 174) defines mental models as "deeply held internal images of how the world works." These images, which can range from simple generalizations to complex theories, have a powerful impact on our framing behavior because they affect what we see and, in turn, what we guide others to see. Consider the following conversation between Don, a team leader in the organization that we studied, and Sally, a member of his team. Don shares with Sally the behaviors he notices in the team. Review the conversation, and you will see that the particular behaviors Don notices reflect his image (mental model) of ideal team functioning.

思想和思考

为了能用语言向他人描述，人们应先向自己描述。关于内心构建语言，我们列举了几种思维模式。Peter Senge (1990, p. 174)的《第五学科》给思维模式的定义是：内心深处对宇宙规律的看法。这些看法从简单的概括到复杂的理论涉及面很广，它影响人们看到什么后并依此类推地影响他人的看法，因此对人们语言构建行为影响极大。用下例中Don（我们研究过的组织中的团队领导）和Sally（Don的团队成员）之间的对话来研究，我们可以看到，Don所发现的特殊性反映出他对理想团队作用的看法（思维模式）

(1)  Don: But people seem to operate as if they're very restricted, and that's not right. The way that plays out is people want a lot of strong, clear direction.

不过人们的做法显得好像太拘束了，那不好，这样的结果是人们总过多地想得到清晰肯定的指示。

(2)  Sally: Yeah.

        对。

(3)  Don: But I have a picture of the process I want this team-based organization to follow. And one of the things that I am consciously choosing not to do is to give direction, because I want us to struggle a little bit. I know that it is a struggle for the organization. I've offered a couple suggestions about possible goals for the future, but I have not prescribed that yet. The way I tend to operate is, if we are in some kind of crisis mode, as was often the case in my last job, then I am prescriptive if necessary. I would say frequently, "Here's what we have to do."

    不过我已勾勒出我们这个基于团队的组织必须遵从的方式，其中一点就是我会理智地不去做指示，因为我想让大家积极点，我知道这是在为组织奋斗。我已经对今后的目标选择提出了一些建议，但我还没做具体规定。我的做法倾向于：假设我们身处某种危机中，就像我以前最后一份工作常遇到的情况那样，必要时我才会有指示，否则通常我都会说：“所以我们必须行动”。

 

(4)  Don: My sense is that we're not in a crisis mode, so we have ample time and opportunity for involvement, participation, wrestling with the issues, and being a little frustrated with why we're not where we want to be. And my desire is that we, as a group, would say, "Hey, we are just not happy with where we are. We want to do something about that." And I'm waiting on our module to decide that.

我觉得我们没有危机感，所以我们有充足的时间和足够多的机会来投入、参与及跟问题纠缠不休，并且对我们为何还没达到目的感到沮丧。既然同在一个小组，我希望大家能说：“喂，我们对小组的表现不满意，我们对此想采取点行动”，我在期待着我们小组做出决定。

(5)  Sally: I see what you are saying

        我明白你在说什么。

(6)  Don: This is very different for me. So one of the things that I keep telling myself is that this is a learning experience of being in a role that's not a crisis situation and giving the organization the space it needs.

    对于我来说，这是非常不同的，我经常告诉自己的一件事就是：对不需面对危机的角色来说，这是一种学习体验，要给组织留有一定的空间。

(7)  Sally: Mm-hmm.嗯

(8)  Don: I get frustrated when people come in and talk with me on this project or that project, whatever it is, people are really looking for me to give them an answer.

    使我感到沮丧的是人们常进来跟我讲这个项目、那个项目，无论谈什么，大家其实都想让我帮他们找出答案。

(9)  Sally: The right answer [laughs].

       一个正确的答案（笑）。

(10)Don: The right answer [laughs]. Since I have a lot of history of doing that, I'm still trying to be patient, but it is hard work because a part of me likes being in the driver's seat.

一个正确的答案（笑）。由于我有太多那样的经历，我尽量忍住（不给他们任何答案），但挺难，因为骨子里我是喜欢领先位置的人。

(11) Sally: What you are doing is clearly different from previous leaders, previous managers. Actually, we haven't had many leaders. We have had managers, which would be the more directive-type person. And you are right; people have gotten used to that.

你的做法显然不同于以前的领导者或经理人。事实上，我们以前也没太多的领导者，我们有过经理，都是指示型人物。你说得对，大家已习惯了以前的做法。

Don's mental model of desired team processes reflects a self-managing team philosophy and includes qualities such as "involvement," "participation," "wrestling with the issues," and "being frustrated" (4). Don sees rigidity in his team's behavior because these qualities are absent; this, in turn, leads him to frame the team's behavior as "not right" (1). Don also has a mental model for crisis situations that enabled him to determine that the group was "not in a crisis mode" (4). Thus, we can see how Don's mental models influence what he sees and how he frames the situation for Sally.

Don的理想团队做法的思维模式折射出“自我管理团队”的定律，包括“瓜葛”、“参与”、“问题纠缠不休”及“感到沮丧”等这些特质（4）。没有这些特质时，Don看到的是其团队特点的太稳，因此也导致他从语言上描述其团队特点“不好”（1）。Don对于危机状态的思维模式也使他将其小组定论为“没有危机感”（4）。故我们也看到Don的思维模式如何影响其自身看法以及是如何向Sally描述情况的。

Sally has mental models as well; hers lead her to frame leaders as different than managers. A mental model is an essential resource: it identifies the dimensions along which our experiences will be judged and subsequently communicated to others.

Sally也有她的思维模式，所以她描述说领导者与经理人不同。思维模式是关键起因，其区别尺度有赖于个人阅历如何去判断以及如何与他人交谈。

It is important to bring our mental models to the conscious level. Without that step, our mental models may be limiting; incorrect assumptions about the world may escape our notice. So, whenever possible, we must think through our mental models in advance of our need for them.

重要的是要提高思维模式的主动意识水平，没有这一步，人们的思维模式会受限制，对宇宙的错误判断不会引起注意。因此，必须尽可能在需要使用前就先行开发思维模式。