ABSTRACT
Chapter 2 focuses on the all-pervasive nature of the prevailing patterns of thought and shows the importance of becoming aware of the currently dominant models that reinforce wasteful and unsustainable behavior. The chapter recognizes that, for sustainable initiative to succeed, the leaders, managers, and staff of organizations and enterprises must incorporate recognition and appreciation of the larger dynamic complex systems of which they are a part. In this way they can consciously co-create more versatile, inclusive patterns of thinking and acting. In this chapter, both theory and practices for making desired substantive changes in mental models are offered. John Adams’ framework lays out six dimensions for assessing and working with mental models, and comes out of his many years of research and consulting. To illustrate the difference that mental models make regarding the challenges and opportunities corporations encounter along the journey toward sustainability, examples are presented from two companies―one in the energy industry and one chemical company―that have transformed their thoughts and actions in response to the communities in which they are situated. Three case studies follow that provide tools and exercises for effecting mental model changes, as well as cultivating personal and group operating systems that support a high-quality, sustainable future.
