ABSTRACT
This chapter examines mental models and frameworks for how change initiatives work in the real world, including the power and limits of models and inhibitors to change. William Lofquist emphasizes that “the most basic skill, and one without which little community development work is likely to happen, is the facilitation of the use of a framework with groups, mostly small and occasionally larger groupings.”
Kurt Lewin’s change process theory is discussed in detail. Also, there is an introduction to George Odiorne’s concept about “activity traps” and how they cause distraction from the main purpose of an activity. Other key concepts include confirmation bias and observation bias and how they can deter a project’s planners from clearly seeing the true picture of “what is happening now.”
