ABSTRACT
In this chapter, the author argues that people have to become aware of and question widely shared collective thinking patterns, or mental models, before they can act in new ways. His mental models tend to be self-reinforcing and self-fulfilling. A further implication for teaching sustainability is that the agent of change moving towards increased sustainability, whether he is an employee or a consultant, needs to be able to vary his mental models to exert successful influence. Versatility in consciousness is a key concept that needs to be introduced into the educational process at all levels if people are to address rising worldwide sustainability issues effectively. The author proposes that the kind of thinking that fosters continual learning and inquiry, sustainable consciousness, is that which operates easily and appropriately all the way across each dimension. He believes that the mental models of corporate leaders and employees are among the most critical success—or failure—factors in transformational change.
